This document discusses NASA's facilities management and construction of facilities (CoF) programs. It outlines NASA's goals of aligning real property assets with its mission, leveraging assets to their maximum potential, and sustaining facilities. It describes NASA's facilities organization and provides an overview of key rules, requirements, policies, and best practices for CoF projects. These include the National Aeronautics and Space Act, Executive Orders, and NASA directives related to facilities development, funding, and systems engineering.
The document discusses the mission and organizational structure of the Naval Facilities Engineering Command (NAVFAC) Asset Management Branch. It aims to lead the Navy to an "ownership culture" of managing shore infrastructure facilities across their lifecycle. The branch provides strategic planning, data management, real estate services, and public-private ventures to supported commands. It consists of four divisions: Real Estate, Facility Planning, Intergovernmental Planning, and Asset Utilization. The Asset Management Branch works to ensure Navy facilities support the Navy's total force mission through effective management.
2013 Mission First Track, Navy GeoReadiness: Return on Location by Ed RiegelmannGIS in the Rockies
The GeoReadiness program, led by HQ NAVFAC, and sponsored by OPNAV N46 via Commander Navy Installations Command (CNIC) was established to provide, build, sustain, and advance Navy capabilities to support its shore installation management mission. GeoReadiness combines GIS with business data, providing a powerful media for visualizing problems. Spatial business intelligence is generated when existing enterprise business systems are geographically enabled. The resulting spatial BI enhances decision-making to quickly and more accurately respond to and resolve problems, thus improving shore installation management efficiency and effectiveness. In this presentation, we will provide real world examples of how GeoReadiness is improving Navy business activities, and discuss the pioneering methods used to market geospatial capabilities, discover new use cases, and measure the Return on Location (ROL) value of geospatial capabilities in every day work. We will also present future use cases of how geospatial technologies can reap additional value from traditional business processes as visualizing location invents new methods of knowledge discovery and exploitation for decision support.
The Constellation Space Transportation Planning Office (CSTP) manages the production, launch preparations, mission operations, and recovery of the Orion/Ares vehicle configuration that will transport crew to and from the International Space Station. The CSTP oversees the entire work cycle from element production to final disposition. It uses an organizational structure with divisions for program integration, planning and control, systems engineering, and operations. The presentation provides an overview of CSTP and updates on its projects and forward work.
The document provides an overview of the Global Precipitation Measurement (GPM) Project from a project management perspective. It discusses the GPM mission objectives of improving understanding of the global water cycle and precipitation forecasts. It describes the GPM observatory and spacecraft, including instruments and ground assets. It also summarizes the project management approach, including the use of an integrated master schedule, earned value management, and joint confidence level analysis to manage schedule and costs.
The DART mission was intended to demonstrate autonomous rendezvous technology. However, it faced significant cost overruns, schedule delays, and technical risks. At the critical design review, 300 problems were identified. NASA management then reclassified it as a lower-risk, higher-priority mission for commercial resupply. In light of the identified issues, NASA called for a risk review on proceeding. Key risks included limited engineering resources, late changes to key systems, and tight budgets. Groups discussed whether to proceed to the next design review or cancel the mission, weighing risks and potential mitigation strategies. The case study aimed to help managers make risk-informed decisions.
The document discusses integrated testing plans for the Constellation program at KSC. It describes plans to conduct Multi-Element Integrated Tests (MEITs) to test interactions between Constellation flight elements launched on different vehicles before they are integrated in space. MEITs found significant problems in previous programs that could have impacted safety and mission objectives. The tests are intended to reduce risks by identifying issues early.
The document discusses managing external relations for NASA project managers. It outlines NASA's various customers and stakeholders that managers must communicate with, including other NASA centers, Congress, the media and the public. It then details the speaker's experience managing various NASA projects, like the Space Shuttle Main Engine and the Constellation program. A key lesson is that effective external communication is imperative for managing projects and maintaining relationships with stakeholders.
The document discusses a center-wide facilities planning review conducted by NASA's Johnson Space Center from 2007-2009. The review aimed to capture a comprehensive facilities listing, assess budgets tied to facilities utilization, and support risk-based decisions regarding facility closeouts, consolidations and funding. In FY2007, the initial assessment was conducted through interviews and spreadsheets. This identified a need for more input from facility planners and management. In subsequent years, a database called JFReD was created to better capture and report facilities information to support strategic planning across the agency. The review process continued to be refined with the goals of comprehensive data collection and linking facilities utilization to overall center master planning.
The document discusses the mission and organizational structure of the Naval Facilities Engineering Command (NAVFAC) Asset Management Branch. It aims to lead the Navy to an "ownership culture" of managing shore infrastructure facilities across their lifecycle. The branch provides strategic planning, data management, real estate services, and public-private ventures to supported commands. It consists of four divisions: Real Estate, Facility Planning, Intergovernmental Planning, and Asset Utilization. The Asset Management Branch works to ensure Navy facilities support the Navy's total force mission through effective management.
2013 Mission First Track, Navy GeoReadiness: Return on Location by Ed RiegelmannGIS in the Rockies
The GeoReadiness program, led by HQ NAVFAC, and sponsored by OPNAV N46 via Commander Navy Installations Command (CNIC) was established to provide, build, sustain, and advance Navy capabilities to support its shore installation management mission. GeoReadiness combines GIS with business data, providing a powerful media for visualizing problems. Spatial business intelligence is generated when existing enterprise business systems are geographically enabled. The resulting spatial BI enhances decision-making to quickly and more accurately respond to and resolve problems, thus improving shore installation management efficiency and effectiveness. In this presentation, we will provide real world examples of how GeoReadiness is improving Navy business activities, and discuss the pioneering methods used to market geospatial capabilities, discover new use cases, and measure the Return on Location (ROL) value of geospatial capabilities in every day work. We will also present future use cases of how geospatial technologies can reap additional value from traditional business processes as visualizing location invents new methods of knowledge discovery and exploitation for decision support.
The Constellation Space Transportation Planning Office (CSTP) manages the production, launch preparations, mission operations, and recovery of the Orion/Ares vehicle configuration that will transport crew to and from the International Space Station. The CSTP oversees the entire work cycle from element production to final disposition. It uses an organizational structure with divisions for program integration, planning and control, systems engineering, and operations. The presentation provides an overview of CSTP and updates on its projects and forward work.
The document provides an overview of the Global Precipitation Measurement (GPM) Project from a project management perspective. It discusses the GPM mission objectives of improving understanding of the global water cycle and precipitation forecasts. It describes the GPM observatory and spacecraft, including instruments and ground assets. It also summarizes the project management approach, including the use of an integrated master schedule, earned value management, and joint confidence level analysis to manage schedule and costs.
The DART mission was intended to demonstrate autonomous rendezvous technology. However, it faced significant cost overruns, schedule delays, and technical risks. At the critical design review, 300 problems were identified. NASA management then reclassified it as a lower-risk, higher-priority mission for commercial resupply. In light of the identified issues, NASA called for a risk review on proceeding. Key risks included limited engineering resources, late changes to key systems, and tight budgets. Groups discussed whether to proceed to the next design review or cancel the mission, weighing risks and potential mitigation strategies. The case study aimed to help managers make risk-informed decisions.
The document discusses integrated testing plans for the Constellation program at KSC. It describes plans to conduct Multi-Element Integrated Tests (MEITs) to test interactions between Constellation flight elements launched on different vehicles before they are integrated in space. MEITs found significant problems in previous programs that could have impacted safety and mission objectives. The tests are intended to reduce risks by identifying issues early.
The document discusses managing external relations for NASA project managers. It outlines NASA's various customers and stakeholders that managers must communicate with, including other NASA centers, Congress, the media and the public. It then details the speaker's experience managing various NASA projects, like the Space Shuttle Main Engine and the Constellation program. A key lesson is that effective external communication is imperative for managing projects and maintaining relationships with stakeholders.
The document discusses a center-wide facilities planning review conducted by NASA's Johnson Space Center from 2007-2009. The review aimed to capture a comprehensive facilities listing, assess budgets tied to facilities utilization, and support risk-based decisions regarding facility closeouts, consolidations and funding. In FY2007, the initial assessment was conducted through interviews and spreadsheets. This identified a need for more input from facility planners and management. In subsequent years, a database called JFReD was created to better capture and report facilities information to support strategic planning across the agency. The review process continued to be refined with the goals of comprehensive data collection and linking facilities utilization to overall center master planning.
The document summarizes a project review of the Landsat Data Continuity Mission (LDCM) conducted by the Standing Review Board (SRB). It discusses perspectives from the SRB Chair, Project Manager, and Review Manager. They emphasize developing a partnership with open communication between the project and SRB. The SRB provided recommendations to help the project succeed within requirements and schedule constraints. Conducting thorough planning and documentation for project reviews was important for the SRB to assess progress and ensure the success of the LDCM.
The presentation discussed the Defense Installation Spatial Data Infrastructure (DISDI) group and its efforts to geo-enable the Department of Defense's (DoD) business transformation. The DISDI group governs and develops strategies for acquiring, managing, and sharing installation and environmental spatial data across the DoD. It is working on initiatives like real property mapping pilots and developing standards like the Spatial Data Standard for Facilities, Infrastructure, and Environment to integrate geographic information into the DoD's business processes and systems. The group also aims to align these efforts with those of the National System for Geospatial-Intelligence and Federal Geographic Data Committee.
This document provides an overview of NASA's Exploration Systems Development program, which is developing the Space Launch System (SLS), Orion Multi-Purpose Crew Vehicle (MPCV), and associated ground systems. It discusses the analysis of alternatives that was conducted to select these systems and an incremental approach to deliver beyond low Earth orbit exploration capabilities. Key decisions included validating Orion as the crew vehicle and selecting a heavy-lift launch vehicle concept using hydrogen and rocket propellant technologies.
The goal of implementing Earned Value Management (EVM) in the EVA Systems Project Office (ESPO) was to utilize existing products and processes where possible to make them compatible with EVM. The presentation covered the Work Breakdown Structure, Organizational Breakdown Structure, Responsibility Assignment Matrix, Control Accounts, Work Packages, Planning Packages, Integrated Master Plan, and schedule integration using Primavera and Deltek Cobra tools. It also discussed interfaces with other processes and EVM integration with the prime contractor.
This document discusses opportunities for international collaboration on understanding climate change. It outlines key issues including the need for open data exchange, the many potential partners across nations and agencies, balancing scope and continuity of observations, deciding between collaborative missions or programs, and coordinating roles between entities. The goal is to efficiently and effectively address the large challenge of climate change through collaborative Earth system science.
The document discusses several entertainment projects designed by William Cunningham including:
1) Sail Island in Jeddah, Saudi Arabia, a 65,000 square meter public dining and entertainment experience completed in 2000.
2) Schlitterbahn water park in Galveston, Texas, a 30 acre park incorporating an old airplane hanger that opened in 2006.
3) Palm Beach water park expansion in Galveston, a 10 acre project centered around a mountain with food and beverage locations.
4) Hard Rock Park master plan in Myrtle Beach, South Carolina, dividing the 150 acre park into six themed environments. Cunningham was also involved in ride design concepts.
Southern Company is a large energy company that generates electricity primarily from coal and natural gas. It is working to transition its fleet to use cleaner technologies through various research and demonstration projects focused on carbon capture, utilization, storage and transportation (CCUS). Key projects include the National Carbon Capture Center for testing CCUS technologies, the integrated gasification combined cycle (IGCC) Plant Ratcliffe with carbon capture, and the Plant Barry CCS demonstration project to capture, transport and store carbon dioxide underground. Southern Company conducts applied research through these projects and collaborations to develop solutions for reducing emissions from coal use.
The document provides an overview of critical path method (CPM) scheduling presented at the First Annual NASA Project Management Conference. It includes a scheduling awareness quiz, types of schedules and networks, precedence diagramming methods, task durations, forward and backward passes to calculate early and late start/finish dates, and total float. The purpose is to introduce essential CPM scheduling concepts and techniques.
Put Your ARCHIBUS Floor Plans on the Map!gregKnight66
This document discusses putting floor plans on maps by georeferencing them. It provides an overview of current possibilities, including free tools like the Google Earth extension for AutoCAD and ArcGIS for AutoCAD. These tools allow publishing floor plans to Google Earth and ArcGIS Online. However, they do not capture the relationship between maps and floor plans. The document then demonstrates how to use the Google Earth extension to georeference a floor plan by aligning it with an Earth image and publishing it to Google Earth for viewing.
The Orion contract is a complex project involving Lockheed Martin as the prime contractor and many subcontractors. The contract is structured into three schedules for design, development, testing, production, and operations. Since the initial award, the contract has undergone several changes totaling over $2 billion to realign requirements and accommodate changes to the Constellation program. These changes ensured Orion's design supported its mission of transporting crew to the International Space Station.
The document discusses the role of managing the interface between research organizations and teams involved in designing, constructing, and moving facilities. It focuses on minimizing research downtime by having a research representative embedded throughout the process to facilitate efficient planning, communication, and timely resolution of conflicts. The role involves listening to researcher needs, balancing those with flexibility, and negotiating communication between all parties.
The document discusses NASA's Innovative Partnerships Program (IPP), which facilitates partnerships between NASA and external parties. The IPP aims to identify ways to add value to NASA's priorities through a win-win-win approach benefiting NASA, partners, and taxpayers. The IPP encompasses various elements including technology infusion, innovation incubation, and partnership development. It also discusses the value of software reuse across NASA programs and projects and provides examples of where software is used and how much is developed at NASA based on FY09 agency reports.
The Willamette Biological Opinion Implementation document provides an update on progress implementing actions from the 2008 biological opinions on operations of the 13-dam Willamette Project. Key actions include improving upstream and downstream fish passage, water quality including temperature control and total dissolved gas, instream flows, hatchery improvements, and habitat restoration. Updates are given on specific projects and studies underway on the McKenzie, Middle Fork Willamette, North Santiam, and South Santiam rivers to address fish passage and water quality requirements for ESA-listed salmon and steelhead.
ISR-Smarter Strategic Program - K2H_Rev2-PD-30minPedro De Jesus
This document discusses the importance of strategic programming for ISR (intelligence, surveillance, and reconnaissance) facilities. It notes that traditional facility programming methods are insufficient for ISR operations centers, which require human-centered design to support constantly evolving missions and technology. The document outlines an approach to strategic programming that involves assembling an interdisciplinary team, assessing facility needs, determining requirements, developing options to address gaps, and justifying funding to support the mission over the long term in a flexible, adaptable manner. The goal is to program facilities that enhance the human-centered ISR mission rather than constrain it.
This presentation discusses applying principles of guidance, navigation, and control (GN&C) theory to project management. It provides an overview of GN&C theory and how it has been used to model physical systems. The presentation argues that GN&C principles can also be applied to model human project teams as physical systems. It then discusses how GN&C concepts were applied to manage the NASA Constellation Space Suit project, allowing it to meet tight schedules and budgets. The results demonstrated that utilizing modern GN&C approaches can improve a project's performance and outcomes.
The document discusses NASA's implementation of earned value management (EVM) across its Constellation Program to coordinate work across multiple teams. It outlines the organizational structure, current target groups, and an EVM training suite. It also summarizes lessons learned and the need for project/center collaboration to integrate schedules horizontally and vertically.
The document introduces the Project Management Toolkit (PPME Toolkit) developed by NASA's Glenn Research Center (GRC) to provide a standardized set of project planning and execution tools. The PPME Toolkit aims to facilitate life cycle project management from proposal development through project control and reporting. It was developed using a rapid prototyping approach and has been piloted with five GRC space flight projects. Version 1 of the Toolkit will be deployed across GRC's space flight portfolio in 2011, and Version 2 will include additional capabilities and an enterprise server solution to enable true portfolio management.
This document summarizes the findings of a NASA survey of various centers regarding compliance with Office of the Chief Engineer (OCE) policy. It describes the survey objectives, methodology, elements reviewed, and schedule. Some key findings included inconsistent implementation of configuration management, risk management, and technical authority across centers. Strengths identified included lessons learned processes and software engineering at JPL. Opportunities for improvement included updating directives, validating Earned Value Management Systems, and clarifying the roles of technical authority and systems engineering.
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.
The document discusses the evolution of NASA's Aviation Safety Reporting System (ASRS) and Patient Safety Reporting System (PSRS) from a primarily paper-based report processing system to a fully electronic system. It provides background on ASRS and PSRS, describes the paper-based report processing workflow, and outlines the key drivers for moving to an electronic system. The document then details the solutions developed, including Electronic Report Submission, an Analyst Workbench, and Database Online. It reviews the report processing workflow before and after the transition, and discusses the current state and next steps.
The document discusses root cause analysis conducted by the PARCA office in the Department of Defense. It provides an overview of PARCA's functions, analytical framework, and operations. Recent root cause analyses have identified unrealistic cost/schedule estimates and quantity changes as common problems. Areas of ongoing development include analytical methodologies, relationships with subject matter experts, and policies/procedures to guide root cause analyses. The goal is to independently identify the predominant causes of problems in a transparent, fact-based manner to prevent repeating mistakes.
NASA's technology landscape involves developing technologies to enable human space exploration and scientific discovery. Key areas include technologies for extreme environments like radiation resistance and temperature extremes. NASA also focuses on developing technologies to increase safety, productivity, and reduce costs for human spaceflight. Examples include closed-loop life support, surface mobility, and communication systems. The International Space Station is a complex of research laboratories that supports scientific research in microgravity. NASA's science, aeronautics, and space operations directorates each work to advance priority technologies through cutting-edge research partnerships.
The document summarizes a project review of the Landsat Data Continuity Mission (LDCM) conducted by the Standing Review Board (SRB). It discusses perspectives from the SRB Chair, Project Manager, and Review Manager. They emphasize developing a partnership with open communication between the project and SRB. The SRB provided recommendations to help the project succeed within requirements and schedule constraints. Conducting thorough planning and documentation for project reviews was important for the SRB to assess progress and ensure the success of the LDCM.
The presentation discussed the Defense Installation Spatial Data Infrastructure (DISDI) group and its efforts to geo-enable the Department of Defense's (DoD) business transformation. The DISDI group governs and develops strategies for acquiring, managing, and sharing installation and environmental spatial data across the DoD. It is working on initiatives like real property mapping pilots and developing standards like the Spatial Data Standard for Facilities, Infrastructure, and Environment to integrate geographic information into the DoD's business processes and systems. The group also aims to align these efforts with those of the National System for Geospatial-Intelligence and Federal Geographic Data Committee.
This document provides an overview of NASA's Exploration Systems Development program, which is developing the Space Launch System (SLS), Orion Multi-Purpose Crew Vehicle (MPCV), and associated ground systems. It discusses the analysis of alternatives that was conducted to select these systems and an incremental approach to deliver beyond low Earth orbit exploration capabilities. Key decisions included validating Orion as the crew vehicle and selecting a heavy-lift launch vehicle concept using hydrogen and rocket propellant technologies.
The goal of implementing Earned Value Management (EVM) in the EVA Systems Project Office (ESPO) was to utilize existing products and processes where possible to make them compatible with EVM. The presentation covered the Work Breakdown Structure, Organizational Breakdown Structure, Responsibility Assignment Matrix, Control Accounts, Work Packages, Planning Packages, Integrated Master Plan, and schedule integration using Primavera and Deltek Cobra tools. It also discussed interfaces with other processes and EVM integration with the prime contractor.
This document discusses opportunities for international collaboration on understanding climate change. It outlines key issues including the need for open data exchange, the many potential partners across nations and agencies, balancing scope and continuity of observations, deciding between collaborative missions or programs, and coordinating roles between entities. The goal is to efficiently and effectively address the large challenge of climate change through collaborative Earth system science.
The document discusses several entertainment projects designed by William Cunningham including:
1) Sail Island in Jeddah, Saudi Arabia, a 65,000 square meter public dining and entertainment experience completed in 2000.
2) Schlitterbahn water park in Galveston, Texas, a 30 acre park incorporating an old airplane hanger that opened in 2006.
3) Palm Beach water park expansion in Galveston, a 10 acre project centered around a mountain with food and beverage locations.
4) Hard Rock Park master plan in Myrtle Beach, South Carolina, dividing the 150 acre park into six themed environments. Cunningham was also involved in ride design concepts.
Southern Company is a large energy company that generates electricity primarily from coal and natural gas. It is working to transition its fleet to use cleaner technologies through various research and demonstration projects focused on carbon capture, utilization, storage and transportation (CCUS). Key projects include the National Carbon Capture Center for testing CCUS technologies, the integrated gasification combined cycle (IGCC) Plant Ratcliffe with carbon capture, and the Plant Barry CCS demonstration project to capture, transport and store carbon dioxide underground. Southern Company conducts applied research through these projects and collaborations to develop solutions for reducing emissions from coal use.
The document provides an overview of critical path method (CPM) scheduling presented at the First Annual NASA Project Management Conference. It includes a scheduling awareness quiz, types of schedules and networks, precedence diagramming methods, task durations, forward and backward passes to calculate early and late start/finish dates, and total float. The purpose is to introduce essential CPM scheduling concepts and techniques.
Put Your ARCHIBUS Floor Plans on the Map!gregKnight66
This document discusses putting floor plans on maps by georeferencing them. It provides an overview of current possibilities, including free tools like the Google Earth extension for AutoCAD and ArcGIS for AutoCAD. These tools allow publishing floor plans to Google Earth and ArcGIS Online. However, they do not capture the relationship between maps and floor plans. The document then demonstrates how to use the Google Earth extension to georeference a floor plan by aligning it with an Earth image and publishing it to Google Earth for viewing.
The Orion contract is a complex project involving Lockheed Martin as the prime contractor and many subcontractors. The contract is structured into three schedules for design, development, testing, production, and operations. Since the initial award, the contract has undergone several changes totaling over $2 billion to realign requirements and accommodate changes to the Constellation program. These changes ensured Orion's design supported its mission of transporting crew to the International Space Station.
The document discusses the role of managing the interface between research organizations and teams involved in designing, constructing, and moving facilities. It focuses on minimizing research downtime by having a research representative embedded throughout the process to facilitate efficient planning, communication, and timely resolution of conflicts. The role involves listening to researcher needs, balancing those with flexibility, and negotiating communication between all parties.
The document discusses NASA's Innovative Partnerships Program (IPP), which facilitates partnerships between NASA and external parties. The IPP aims to identify ways to add value to NASA's priorities through a win-win-win approach benefiting NASA, partners, and taxpayers. The IPP encompasses various elements including technology infusion, innovation incubation, and partnership development. It also discusses the value of software reuse across NASA programs and projects and provides examples of where software is used and how much is developed at NASA based on FY09 agency reports.
The Willamette Biological Opinion Implementation document provides an update on progress implementing actions from the 2008 biological opinions on operations of the 13-dam Willamette Project. Key actions include improving upstream and downstream fish passage, water quality including temperature control and total dissolved gas, instream flows, hatchery improvements, and habitat restoration. Updates are given on specific projects and studies underway on the McKenzie, Middle Fork Willamette, North Santiam, and South Santiam rivers to address fish passage and water quality requirements for ESA-listed salmon and steelhead.
ISR-Smarter Strategic Program - K2H_Rev2-PD-30minPedro De Jesus
This document discusses the importance of strategic programming for ISR (intelligence, surveillance, and reconnaissance) facilities. It notes that traditional facility programming methods are insufficient for ISR operations centers, which require human-centered design to support constantly evolving missions and technology. The document outlines an approach to strategic programming that involves assembling an interdisciplinary team, assessing facility needs, determining requirements, developing options to address gaps, and justifying funding to support the mission over the long term in a flexible, adaptable manner. The goal is to program facilities that enhance the human-centered ISR mission rather than constrain it.
This presentation discusses applying principles of guidance, navigation, and control (GN&C) theory to project management. It provides an overview of GN&C theory and how it has been used to model physical systems. The presentation argues that GN&C principles can also be applied to model human project teams as physical systems. It then discusses how GN&C concepts were applied to manage the NASA Constellation Space Suit project, allowing it to meet tight schedules and budgets. The results demonstrated that utilizing modern GN&C approaches can improve a project's performance and outcomes.
The document discusses NASA's implementation of earned value management (EVM) across its Constellation Program to coordinate work across multiple teams. It outlines the organizational structure, current target groups, and an EVM training suite. It also summarizes lessons learned and the need for project/center collaboration to integrate schedules horizontally and vertically.
The document introduces the Project Management Toolkit (PPME Toolkit) developed by NASA's Glenn Research Center (GRC) to provide a standardized set of project planning and execution tools. The PPME Toolkit aims to facilitate life cycle project management from proposal development through project control and reporting. It was developed using a rapid prototyping approach and has been piloted with five GRC space flight projects. Version 1 of the Toolkit will be deployed across GRC's space flight portfolio in 2011, and Version 2 will include additional capabilities and an enterprise server solution to enable true portfolio management.
This document summarizes the findings of a NASA survey of various centers regarding compliance with Office of the Chief Engineer (OCE) policy. It describes the survey objectives, methodology, elements reviewed, and schedule. Some key findings included inconsistent implementation of configuration management, risk management, and technical authority across centers. Strengths identified included lessons learned processes and software engineering at JPL. Opportunities for improvement included updating directives, validating Earned Value Management Systems, and clarifying the roles of technical authority and systems engineering.
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.
The document discusses the evolution of NASA's Aviation Safety Reporting System (ASRS) and Patient Safety Reporting System (PSRS) from a primarily paper-based report processing system to a fully electronic system. It provides background on ASRS and PSRS, describes the paper-based report processing workflow, and outlines the key drivers for moving to an electronic system. The document then details the solutions developed, including Electronic Report Submission, an Analyst Workbench, and Database Online. It reviews the report processing workflow before and after the transition, and discusses the current state and next steps.
The document discusses root cause analysis conducted by the PARCA office in the Department of Defense. It provides an overview of PARCA's functions, analytical framework, and operations. Recent root cause analyses have identified unrealistic cost/schedule estimates and quantity changes as common problems. Areas of ongoing development include analytical methodologies, relationships with subject matter experts, and policies/procedures to guide root cause analyses. The goal is to independently identify the predominant causes of problems in a transparent, fact-based manner to prevent repeating mistakes.
NASA's technology landscape involves developing technologies to enable human space exploration and scientific discovery. Key areas include technologies for extreme environments like radiation resistance and temperature extremes. NASA also focuses on developing technologies to increase safety, productivity, and reduce costs for human spaceflight. Examples include closed-loop life support, surface mobility, and communication systems. The International Space Station is a complex of research laboratories that supports scientific research in microgravity. NASA's science, aeronautics, and space operations directorates each work to advance priority technologies through cutting-edge research partnerships.
Gwyn E. Smith is an employee at NASA's Johnson Space Center in Houston, Texas. She has worked there for over 20 years in various engineering and management roles related to space shuttle and International Space Station operations. This document provides her contact information for professional purposes.
The document outlines National Policy Guidance for protecting NASA space systems from various threats. It discusses principles, goals, and guidelines for assuring the resilience of mission-essential functions enabled by space assets. It also categorizes NASA's existing protection policies for space assets and the environments they operate in. Finally, it analyzes potential threats like physical attacks, information/network exploits, electronic attacks, and computer network attacks that could disrupt NASA space systems.
The document summarizes a study conducted by NASA, NOAA, and DoD to evaluate challenges facing instrument development across the agencies. The study team administered surveys to instrument developers and general workforces, conducted independent research, and held workshops. They analyzed the data and identified five themes. The study found most instruments had budgets less than $50 million and schedules less than four years initially, but many experienced delays based on the most recent project reviews. The study provided findings and recommendations to address common issues impacting instrument development.
1) Configuration management (CM) helps projects innovate and communicate by raising the CM function to the management level of the project work breakdown structure.
2) CM improves communication by requiring a consistent change process to modify requirements documents before physical items must conform.
3) CM reduces corrective actions that typically require 40-60% of project resources through its closed-loop change process for handling changes.
The document summarizes options for re-flying the Orbiting Carbon Observatory (OCO) mission after the original spacecraft was lost during launch in February 2009. It discusses examining service platforms, access to space options, and conducting studies to evaluate rebuilding the OCO instrument and spacecraft ("Carbon Copy") as the lowest risk approach. While awaiting authorization to proceed, the OCO project team is working to reduce implementation risks and collaborate with other missions to be in the best position for an OCO re-flight.
The document discusses schedule metrics and performance measurement for project management. It describes how schedules can be used as a management tool by generating relevant metrics and key performance indicators. It emphasizes analyzing metrics at different levels, such as the overall schedule and project, and tracking trends over time. The presentation provides examples of different types of metrics and reports that can be generated from schedule data, including burndowns, distributions, constraints, and comparisons of baseline, forecast and actual progress. The goal is to help managers sort through schedule data and metrics to identify areas for improvement or risks that require action.
The document discusses how Jake, a member of a NASA team, can add unique value to secure a position as project manager for a challenge involving leveraging emerging capabilities to improve understanding of climate change. It suggests Jake approach the challenge using John L. Anderson's "Horizon Mission Methodology", which involves imagining an impossible future, developing breakthrough alternatives that could achieve that future, and determining near-term steps. The document also provides examples of technological and social drivers of change that will impact the world between now and 2050, such as advances in computing, social media usage, urbanization, and population growth.
The document provides an overview of the Human Exploration Framework Team (HEFT) which was created by NASA to develop a decision framework for human space exploration. The HEFT process generated recommendations for human space flight capabilities and missions over the next 5-20 years, with Mars as the ultimate destination. Key outcomes included identifying technology and system development needs. General findings indicated that affordable human exploration is challenging and will require a "lean" approach with changes to NASA's business model.
The document summarizes the types of cost and schedule reports that NASA provides to oversight bodies like Congress, OMB, and GAO. It discusses baseline reports, current estimate reports, and threshold reports. Baseline reports establish cost and schedule commitments at major decision points, while current estimate reports provide updated estimates. Threshold reports are triggered if cost or schedule growth exceeds certain levels and require explanations. The document reviews the specific information and timelines for each report.
This document discusses improving the quality of Microsoft Project schedules. It identifies ten common problems with schedule quality such as missing predecessors, successors, improper use of constraints and lags. Poor schedule quality can result in not knowing the true project finish date, rework, schedule slippage, budget overruns and lack of trust. The document promotes improving schedule quality by addressing issues such as ensuring tasks, resources, assignments and costs are accurate.
The document discusses lessons learned from historical large-scale engineering projects like the Transcontinental Railroad and Panama Canal. It notes that these projects often had an innovative leader with a vision, faced difficulties obtaining financing and authority, dealt with political issues, and experienced schedule delays and cost overruns. The document then provides more details on the individuals who initiated these projects, like Theodore Judah for the Transcontinental Railroad and Ferdinand de Lesseps for the initial failed French attempt to build the Panama Canal.
The GRAIL mission successfully launched two spacecraft to study the Moon's interior in September 2011 on schedule and within budget. Key factors for the project's success included establishing a strong management approach from the beginning, adapting processes to challenges like new launch loads, and the project team working collaboratively to aggressively address any issues. The GRAIL project provides lessons that can be applied to managing other NASA space flight projects.
Operations control centers are evolving from dedicated missions to support multiple missions and customers more efficiently. Control center management struggles to accurately model resource requirements and costs for providing mission services. A proposed solution is a mission resource/capability analyzer tool that uses a visual interface in Excel to estimate costs across different operational scenarios, identify resource shortfalls, and support budget planning through what-if analyses of resource usage and funding. The tool would build off a previous budget analysis tool by allowing automated selection of predefined common service characteristics and expansion to detailed monthly resource needs.
This document discusses software measurement and selecting useful measures. It provides examples of measures that NASA software managers have found useful, including measures tracking progress, functionality, quality, requirements, staffing and more. The document emphasizes selecting measures that help manage projects by answering questions and providing early warnings of potential issues.
Phoenix was a Mars lander mission conceived to study water ice discovered at the Martian poles. It landed successfully in May 2008 in the northern polar region to examine the potential for life. Key objectives were to determine if water ice had melted, analyze soil chemistry and nutrients, and study climate change indicators. The lander used pulsed thrusters for precision landing and deployed instruments like cameras, a robotic arm, and chemistry labs to analyze soil and ice samples. Initial images showed a flat terrain suitable for studying Martian polar geology and potential habitability.
The document discusses NASA's Ares program which was developing the Ares I and Ares V launch vehicles. It summarizes that the 2005 Exploration Systems Architecture Study recommended a shuttle-derived rocket design based on extensive analysis showing it was the most cost effective approach. The Department of Defense and Congress agreed with this assessment. The Ares vehicles were intended to safely enable sustainable exploration of the Moon and Mars. Charts are presented comparing the performance and costs of the Ares vehicles to alternative options considered.
National Aeronautics and Space Administration (NASA) presented on how data from the Ares I-X flight test will influence the design of the Ares I rocket. The Ares I-X test collected data from over 900 sensors to validate models and tools being used for Ares I. Some key objectives were to demonstrate control of a vehicle similar to Ares I, perform a staging event, and characterize loads and environments. NASA will use data on flight control, separation events, loads, and other areas from Ares I-X to partially validate models and potentially modify the Ares I design.
Stan VanBibber successfully managed several complex IT projects, including:
1) Closing a records warehouse on time and under budget by leveraging partnerships and Agile project management.
2) Rescuing a troubled exception management system project by capturing requirements, negotiating scope changes, and delivering on time.
3) Relocating a data center with zero downtime by managing risks and constraints of a short deadline through planning and coordination.
The document summarizes a presentation by a team proposing to install solar photovoltaic canopies at Tucson International Airport. The team focuses on three key areas: delivering an iconic system with high-quality components, employing strategic construction methods to minimize disruption, and functioning as a collaborative partner to ensure quality control standards are met. Alternatives discussed include different interconnection approaches and adding post-warranty maintenance, energy monitoring displays, advertising screens, and green walls. The team aims to provide responsive support throughout the project.
Business Case Strategies For Integrating Comissioning With Construction And P...mike benedetto
Presentation delivered at National CMAA Conference. Presentation outline considerations and business drivers supporting the integration of comissioning and qualification as part of project delivery strategy.
The document describes how the Orion Standing Review Board (SRB) provides independent reviews that add value to the Orion Project. It outlines the makeup and role of the SRB, which includes experts from industry, government agencies, and academia. The SRB observes Orion's internal reviews and conducts formal assessments of key project milestones. While the SRB aims to provide constructive feedback, its assessments must be high-quality, fact-based, and independent of the project. The document notes some challenges around the timing of the SRB's reviews and reporting.
This document provides an overview of manufacturing facility planning. It discusses the importance of facility planning, its objectives, and classification. The key steps in the facility planning process are also outlined. These include defining objectives, specifying activities, determining relationships between activities, establishing space requirements, generating and evaluating alternative plans, selecting and implementing a plan, and maintaining/adapting the plan over time. The target audience is 4th year students studying manufacturing facility planning.
The document summarizes a project to establish fighter aircraft maintenance facilities at a forward base within 2 years, with the additional requirement that no aircraft leave the base for servicing. It describes the project objectives, challenges faced securing resources and housing for personnel, and solutions like constructing living quarters and a school. Through effective planning and regular monitoring, the project was completed 6 months early, providing lessons for future projects.
The document provides a framework and glossary for facilities lifecycle cost management. The framework is an asset lifecycle model that defines the key industries and competencies involved across an asset's useful life. The glossary defines common terms used in facilities management, organized by industry and competency. Metrics for measuring industry and competency performance are also identified. The goal is to foster effective communication through shared terminology and understanding of facilities asset management.
This document discusses the challenges NASA faces in managing institutional risks to its space exploration missions. It outlines NASA's strategic goals and notes that the agency's missions present intense technical, financial, and management challenges within an extremely constrained operating environment. It emphasizes that increased performance from all systems, especially the institutional base of centers and support functions, is critical for mission success. The document identifies several categories of institutional risks to missions, such as environmental regulations and resource scarcity, and calls for risk mitigation strategies like investing in renewable energy and sustainability technologies.
NASA Net Zero Roadmap: Federal Utilities Partnership Working Group, November ...Shanti Pless
A summary presentation of NASA's Net Zero Roadmap. The roadmap, available at http://www.nrel.gov/docs/fy15osti/60838.pdf, provides strategic, operational, and tactical level proficiencies necessary for NASA to implement to successfully reach net zero by 2020. Slides posted at FUPWG's site at http://energy.gov/eere/femp/downloads/fupwg-fall-2014-agenda-and-presentations.
The document outlines challenges in planning and executing the Preliminary Design Review (PDR) for the Orion spacecraft, which included developing a multi-tiered review process to evaluate the integrated design while balancing thoroughness, schedule, and stakeholder participation. It discusses key tenants of operational excellence employed during the PDR, and reviews the objectives, entry criteria, process, and results of the extensive PDR, which evaluated the preliminary design to ensure it was mature enough to proceed to critical design.
The document summarizes the challenges faced and process used for the Orion Project Preliminary Design Review (PDR). Some key challenges included developing a multi-tiered review process that balanced thoroughness with schedule while ensuring stakeholder participation. The process included over 180 technical reviews and established criteria for design maturity. Over 170 design requirement documents were delivered and reviewed. The PDR objectives were to demonstrate the design met requirements and was mature enough to proceed to critical design. Key lessons learned will help improve the Critical Design Review process.
The document summarizes 3 projects: 1) Refurbishing old cell tower equipment (BTS) to save $10 million over 14 months. 2) Building an alternate access vendor (AAV) room for a data center in 4 months to enable redundant internet. 3) Closing over 30 regional warehouses over 10 months on time to avoid high rent penalties. The BTS refurbishing involved rebuilding old equipment for reuse, the AAV room involved coordinating teams to build network infrastructure, and the warehouse closures addressed inefficient processes that led to delays.
PhilSurvLand Surveying and Geodetic Services provides various land surveying services including boundary surveys, topographic surveys, construction layout, and as-built surveys. They have completed projects across the Philippines for clients such as PNOC, Philam Life Insurance, and private developers. Their services help clients understand property boundaries, terrain conditions, existing structures, and ensure accurate construction based on design plans.
Warner Robins Air Logistics Center Strives for Energy Efficiency : Energy Ser...McKenney's Inc
Warner Robins Air Force Base commissioned McKenney's to audit the HVAC systems in six paint facilities to evaluate efficiency and identify opportunities to reduce energy consumption and costs. McKenney's analyzed the multiple layers of original and outdated HVAC systems to document the current state and deficiencies. This allowed them to develop repair and replacement recommendations to minimize energy use and greenhouse gas emissions while meeting tight production schedules. The project will help Warner Robins Air Logistics Center meet federal energy mandates through reduced costs and more sustainable operations.
OpenCCS is a collaborative knowledge sharing platform for carbon capture and storage (CCS) projects. It aims to be a central source of up-to-date and credible information on CCS processes and practices. Content will be developed by the CCS community through collaboration. OpenCCS will provide recommended project methodologies, best practices, and lessons learned. It will track CCS projects and technologies in an organized framework from identification of options through to closure of storage sites. Governance processes ensure quality and accuracy while allowing for open collaboration.
Civil Eng Assessment for Maintenance Management.pptxRajivDass1
Creating a comprehensive maintenance management guide for an airport involves several key considerations. Here's a general guide that covers various aspects of airport maintenance management:
Airport Maintenance Management Guide
Table of Contents
Introduction
Overview of Maintenance Management
Importance of Effective Maintenance in Airport Operations
Maintenance Planning
Establishing a Maintenance Strategy
Creating a Maintenance Plan
Identifying Critical Equipment and Infrastructure
Organizational Structure
Roles and Responsibilities
Maintenance Teams and Departments
Communication Channels
Asset Management
Inventory of Airport Assets
Equipment Life Cycle Management
Prioritizing Maintenance Needs
Preventive Maintenance
Scheduling Regular Inspections
Implementing Preventive Maintenance Programs
Using Technology for Monitoring
Corrective Maintenance
Responding to Breakdowns and Failures
Emergency Response Procedures
Root Cause Analysis
Predictive Maintenance
Implementing Condition Monitoring
Predictive Maintenance Technologies
Data Analysis and Decision-Making
Documentation and Record Keeping
Maintaining Maintenance Records
Documenting Work Orders
Historical Data for Analysis and Reporting
Regulatory Compliance
Understanding Aviation Regulations
Compliance with Safety Standards
Regular Audits and Inspections
Training and Skill Development
Continuous Training Programs
Certifications and Qualifications
Keeping Up with Technological Advances
Supplier and Contractor Management
Selecting Reliable Suppliers
Managing Service Contracts
Quality Assurance and Control
Safety Measures
Safety Protocols in Maintenance
Reporting Safety Incidents
Continuous Improvement in Safety Practices
Environmental Considerations
Sustainable Practices in Maintenance
Compliance with Environmental Regulations
Minimizing Environmental Impact
Budgeting and Resource Allocation
Developing Maintenance Budgets
Allocating Resources Efficiently
Cost-Benefit Analysis
Technology Integration
Implementing Maintenance Management Software
IoT and Sensor Technologies
Data Analytics for Decision Support
Emergency Response and Crisis Management
Developing Emergency Response Plans
Crisis Communication Strategies
Collaborating with Other Airport Stakeholders
Continuous Improvement
Conducting Regular Performance Reviews
Soliciting Feedback from Maintenance Teams
Implementing Lessons Learned
Conclusion
The Importance of a Proactive Maintenance Management Approach
Achieving Operational Excellence through Maintenance
Conclusion
This maintenance management guide provides a framework for developing and implementing effective maintenance practices at an airport. It's important to adapt these guidelines to the specific needs and regulations of your airport, considering factors such as size, traffic, and the complexity of operations. Regular reviews and updates to your maintenance management strategy will help ensure the ongoing safety, reliability, and efficiency of airport operations
The document discusses various software development life cycle (SDLC) models, including:
- The waterfall model, which uses sequential phases of requirements, design, coding, testing, and deployment. It is structured but rigid.
- Iterative development models, which allow for feedback loops and releasing partial software in iterations to get faster feedback.
- Agile methodologies like Scrum, which embrace changing requirements, focus on working software over documentation, and value customer collaboration over contracts. Key aspects are iterative development, regular refactoring, and communicating for learning.
- Pitfalls of agile include skill gaps, lack of traceability, poor communication, and not staying close enough to customers. Overall, agile aims to
The document outlines procedures for creating, maintaining, and distributing integrated project schedules for engineering, procurement, shipping, and construction activities. It assigns responsibilities to various roles including the Director, Manager of Planning and Controls, Manager of FEMC, Construction Coordinator, Manager of Engineering, Project Engineer, Scheduler, and Assistant Manager of Materials. Key responsibilities include developing master and sub-schedules, ensuring accuracy and logic, monitoring deviations, and providing schedule and performance updates.
This document provides guidance for Eagle Scouts on conducting environmental service projects in collaboration with the Chelmsford Conservation Commission. It outlines the approval process, which involves early planning discussions with Conservation staff, submitting a project plan for review and approval at least two months before the work date, and presenting the proposal at a Commission meeting. It emphasizes prior planning and approval for any work within wetlands or that requires permits. Scouts are advised to keep detailed records of their project planning, implementation, materials used, and contributions made. The Conservation Commission aims to support Scouts through the process and ensure projects follow approved plans and benefit the community.
This document provides guidance for Eagle Scouts on conducting environmental service projects through the Chelmsford Conservation Commission. It outlines the approval process, which involves early coordination with Conservation staff, submitting a project plan for review and approval at least two months before the work date, and obtaining necessary permits. It emphasizes the importance of prior planning, following the approved plan, and submitting follow-up reports on project accomplishments and leadership. Examples of past projects include building trails, creating educational displays, and rehabilitating conservation areas. The Conservation Commission aims to support Scouts through the process.
The document compares the operational complexity and costs of the Space Shuttle versus the Sea Launch Zenit rocket. [1] The Space Shuttle was designed for performance but not operational efficiency, resulting in costly ground, mission planning, and flight operations. [2] In contrast, the Zenit rocket was designed from the start to have automated and robust processes to keep operations simple and costs low. [3] The key lesson is that designing a launch system with operational requirements in mind from the beginning leads to much more efficient operations long-term.
The document provides an overview of project management and procurement at NASA. It discusses the key skills required for project managers, including acquisition management. It notes that 80-85% of NASA's budget is spent on contracts, and procurement processes are complex and constantly changing. The document outlines some common contract types and how they allocate risk between the government and contractor. It also discusses the relationship between contracting officers and project managers, and how successful procurement requires effective communication rather than direct control or authority.
The document introduces the NASA Engineering Network (NEN), which was created by the Office of the Chief Engineer to be a knowledge management system connecting NASA's engineering community. The NEN integrates various tools like a content management system, search engine, and collaboration tools. It provides access to key knowledge resources like NASA's Lessons Learned database and engineering databases. The NEN is working to expand by adding more communities, engineering disciplines, and knowledge repositories.
Laptops were first used in space in 1983 on the Space Shuttle, when Commander John Young brought the GRiD Compass portable computer on STS-9. Laptops are now widely used on the Space Shuttle and International Space Station for tasks like monitoring spacecraft systems, tracking satellites, inventory management, procedures viewing, and videoconferencing. Managing laptops in space presents challenges around cooling, power, and software/hardware compatibility in the harsh space environment.
Laptops were first used in space in 1983 on the Space Shuttle, when Commander John Young brought the GRiD Compass portable computer on STS-9. Laptops are now widely used on the Space Shuttle and International Space Station for tasks like monitoring spacecraft systems, planning rendezvous and proximity operations, inventory management, procedure reviews, and communication between space and ground via software like WorldMap and DOUG. Managing laptops in space presents challenges around hardware durability, cooling, and software/data management in the space environment.
This document discusses the use of market-based systems to allocate scarce resources for NASA missions and projects. It provides examples of how market-based approaches were used for instrument development for the Cassini mission, manifesting secondary payloads on the space shuttle, and mission planning for the LightSAR Earth imaging satellite project. The document finds that these applications of market-based allocation benefited or could have benefited from a decentralized, incentive-based approach compared to traditional centralized planning methods. However, it notes that resistance to new approaches and loss of managerial control are barriers to adoption of market-based systems.
The Stardust mission collected samples from comet Wild 2 and interstellar dust particles. It launched in February 1999 and encountered Wild 2 in January 2004, collecting dust samples in aerogel. It returned the samples to Earth safely in January 2006. The spacecraft used an innovative Whipple shield to protect itself from comet dust impacts during the encounter. Analysis of the Stardust samples has provided insights about comet composition and the early solar system.
This document discusses solutions for integrating schedules on NASA programs. It introduces Stuart Trahan's company, which provides Earned Value Management (EVM) solutions using Microsoft Office Project that comply with OMB and ANSI requirements. It also introduces a partner company, Pinnacle Management Systems, that specializes in enterprise project management solutions including EVM, project portfolio management, and enterprise project resource management, with experience in the aerospace, defense, and other industries. The document defines schedule integration and describes some methods including importing to a centralized Primavera database for review or using Primavera ProjectLink for updates, and challenges including inconsistent data formats and levels of detail across sub-schedules.
This document summarizes a presentation about systems engineering processes for principle investigator (PI) mode missions. It discusses how PI missions face special challenges due to cost caps and lower technology readiness levels. It then outlines various systems engineering techniques used for PI missions, including safety compliance, organizational communication, design tools, requirements management, and lessons learned from past missions. Specific case studies from NASA's Explorers Program Office are provided as examples.
This document discusses changes to NASA's business practices for managing projects, including adopting a new acquisition strategy approach and implementing planning, programming, and budget execution (PPBE). The new acquisition strategy involves additional approval meetings at the strategic planning and project levels to better integrate acquisition with strategic and budgetary planning. PPBE focuses on analyzing programs and infrastructure to align with strategic goals and answer whether proposed programs will help achieve NASA's mission. The document also notes improvements in funds distribution and inter-center transfers, reducing the time for these processes from several weeks to only a few days.
Spaceflight Project Security: Terrestrial and On-Orbit/Mission
The document discusses security challenges for spaceflight projects, including protecting space assets from disruption, exploitation, or attack. It highlights national space policy principles of protecting space capabilities. It also discusses trends in cyber threats, including the increasing capabilities of adversaries and how even unskilled attackers can compromise terrestrial support systems linked to space assets if defenses are not strong. Protecting space projects requires awareness of threats, vulnerabilities, and strategies to defend, restore, and increase situational awareness of space assets and supporting systems.
Humor can positively impact many aspects of project management. It can improve communication, aid in team building, help detect team morale issues, and influence leadership, conflict management, negotiation, motivation, and problem solving. While humor has benefits, it also has risks and not all uses of humor are positive. Future research is needed on humor in multicultural teams, its relationship to team performance, how humor is learned, and determining optimal "doses" of humor. In conclusion, humor is a tool that can influence people and projects, but must be used carefully and spontaneously for best effect.
The recovery of Space Shuttle Columbia after its loss in 2003 involved a massive multi-agency effort to search a wide debris field, recover crew remains and evidence, and compensate local communities. Over 25,000 people searched over 680,000 acres, recovering 38% of Columbia's weight. Extensive engineering investigations were conducted to identify the causes of failure and implement changes to allow the safe return to flight of Discovery in 2005.
This document summarizes research on enhancing safety culture at NASA. It describes a survey developed to assess NASA's safety culture based on principles of high reliability organizations. The survey was tailored specifically for NASA and has been implemented to provide feedback and identify areas for improvement. It allows NASA to benchmark its safety culture within and across other industries pursuing high reliability.
This document summarizes a presentation about project management challenges at NASA Goddard Space Flight Center. The presentation outlines a vision for anomaly management, including establishing consistent problem reporting and analysis processes across all missions. It describes the current problem management approach, which lacks centralized information sharing. The presentation aims to close this gap by implementing online problem reporting and trend analysis tools to extract lessons learned across missions over time. This will help improve spacecraft design and operations based on ongoing anomaly experiences.
This document discusses leveraging scheduling productivity with practical scheduling techniques. It addresses scheduling issues such as unwieldy schedule databases and faulty logic. It then discusses taming the schedule beast through using a scheduler's toolkit, schedule templates, codes to manipulate MS Project data, common views/filters/tables, limiting constraints, and other best practices. The document provides examples of using codes and custom views/filters to effectively organize and display schedule information.
This document describes Ball Aerospace's implementation of a Life Cycle and Gated Milestone (LCGM) process to improve program planning, execution, and control across its diverse portfolio. The LCGM provides a standardized yet flexible framework that maps out program activities and products across phases. It was developed through cross-functional collaboration and introduced gradually across programs while allowing flexibility. Initial results showed the LCGM supported improved planning and management while aligning with Ball Aerospace's entrepreneurial culture.
This document discusses the importance of situation awareness (SA) for project team members. It defines SA as having three levels: perception of elements in the current situation, comprehension of the current situation, and projection of the future status. Good team SA is achieved by turning individual SAs into shared SA through communication. Teams with strong SA prepare more, focus on comprehending and projecting, and maintain awareness through techniques like questioning assumptions and seeking additional information.
This document discusses theories of leadership and how a project manager's leadership style may impact project success depending on the type of project. It outlines early hypotheses that a PM's competence, including leadership style, is a success factor on projects. It presents a research model linking PM leadership competencies to project success, moderated by factors like project type. Initial interviews found that leadership style is more important on complex projects, and different competencies are needed depending on if a project is technical or involves change. Certain competencies like communication skills and cultural sensitivity were seen as important for different project types and contexts.
The document discusses project management at NASA. It provides definitions of projects and project management, and traces the evolution of project management from ancient times to the present. It also discusses frameworks for classifying projects based on their complexity, novelty, and pace. Specifically, it introduces the NCTP model for distinguishing project types and analyzing which project management approach is optimal. It analyzes examples like the Denver airport and space shuttle projects using this framework. Finally, it considers some limitations of current project management approaches.
Skybuffer SAM4U tool for SAP license adoptionTatiana Kojar
Manage and optimize your license adoption and consumption with SAM4U, an SAP free customer software asset management tool.
SAM4U, an SAP complimentary software asset management tool for customers, delivers a detailed and well-structured overview of license inventory and usage with a user-friendly interface. We offer a hosted, cost-effective, and performance-optimized SAM4U setup in the Skybuffer Cloud environment. You retain ownership of the system and data, while we manage the ABAP 7.58 infrastructure, ensuring fixed Total Cost of Ownership (TCO) and exceptional services through the SAP Fiori interface.
Generating privacy-protected synthetic data using Secludy and MilvusZilliz
During this demo, the founders of Secludy will demonstrate how their system utilizes Milvus to store and manipulate embeddings for generating privacy-protected synthetic data. Their approach not only maintains the confidentiality of the original data but also enhances the utility and scalability of LLMs under privacy constraints. Attendees, including machine learning engineers, data scientists, and data managers, will witness first-hand how Secludy's integration with Milvus empowers organizations to harness the power of LLMs securely and efficiently.
For the full video of this presentation, please visit: https://www.edge-ai-vision.com/2024/06/how-axelera-ai-uses-digital-compute-in-memory-to-deliver-fast-and-energy-efficient-computer-vision-a-presentation-from-axelera-ai/
Bram Verhoef, Head of Machine Learning at Axelera AI, presents the “How Axelera AI Uses Digital Compute-in-memory to Deliver Fast and Energy-efficient Computer Vision” tutorial at the May 2024 Embedded Vision Summit.
As artificial intelligence inference transitions from cloud environments to edge locations, computer vision applications achieve heightened responsiveness, reliability and privacy. This migration, however, introduces the challenge of operating within the stringent confines of resource constraints typical at the edge, including small form factors, low energy budgets and diminished memory and computational capacities. Axelera AI addresses these challenges through an innovative approach of performing digital computations within memory itself. This technique facilitates the realization of high-performance, energy-efficient and cost-effective computer vision capabilities at the thin and thick edge, extending the frontier of what is achievable with current technologies.
In this presentation, Verhoef unveils his company’s pioneering chip technology and demonstrates its capacity to deliver exceptional frames-per-second performance across a range of standard computer vision networks typical of applications in security, surveillance and the industrial sector. This shows that advanced computer vision can be accessible and efficient, even at the very edge of our technological ecosystem.
Main news related to the CCS TSI 2023 (2023/1695)Jakub Marek
An English 🇬🇧 translation of a presentation to the speech I gave about the main changes brought by CCS TSI 2023 at the biggest Czech conference on Communications and signalling systems on Railways, which was held in Clarion Hotel Olomouc from 7th to 9th November 2023 (konferenceszt.cz). Attended by around 500 participants and 200 on-line followers.
The original Czech 🇨🇿 version of the presentation can be found here: https://www.slideshare.net/slideshow/hlavni-novinky-souvisejici-s-ccs-tsi-2023-2023-1695/269688092 .
The videorecording (in Czech) from the presentation is available here: https://youtu.be/WzjJWm4IyPk?si=SImb06tuXGb30BEH .
Conversational agents, or chatbots, are increasingly used to access all sorts of services using natural language. While open-domain chatbots - like ChatGPT - can converse on any topic, task-oriented chatbots - the focus of this paper - are designed for specific tasks, like booking a flight, obtaining customer support, or setting an appointment. Like any other software, task-oriented chatbots need to be properly tested, usually by defining and executing test scenarios (i.e., sequences of user-chatbot interactions). However, there is currently a lack of methods to quantify the completeness and strength of such test scenarios, which can lead to low-quality tests, and hence to buggy chatbots.
To fill this gap, we propose adapting mutation testing (MuT) for task-oriented chatbots. To this end, we introduce a set of mutation operators that emulate faults in chatbot designs, an architecture that enables MuT on chatbots built using heterogeneous technologies, and a practical realisation as an Eclipse plugin. Moreover, we evaluate the applicability, effectiveness and efficiency of our approach on open-source chatbots, with promising results.
AppSec PNW: Android and iOS Application Security with MobSFAjin Abraham
Mobile Security Framework - MobSF is a free and open source automated mobile application security testing environment designed to help security engineers, researchers, developers, and penetration testers to identify security vulnerabilities, malicious behaviours and privacy concerns in mobile applications using static and dynamic analysis. It supports all the popular mobile application binaries and source code formats built for Android and iOS devices. In addition to automated security assessment, it also offers an interactive testing environment to build and execute scenario based test/fuzz cases against the application.
This talk covers:
Using MobSF for static analysis of mobile applications.
Interactive dynamic security assessment of Android and iOS applications.
Solving Mobile app CTF challenges.
Reverse engineering and runtime analysis of Mobile malware.
How to shift left and integrate MobSF/mobsfscan SAST and DAST in your build pipeline.
The Microsoft 365 Migration Tutorial For Beginner.pptxoperationspcvita
This presentation will help you understand the power of Microsoft 365. However, we have mentioned every productivity app included in Office 365. Additionally, we have suggested the migration situation related to Office 365 and how we can help you.
You can also read: https://www.systoolsgroup.com/updates/office-365-tenant-to-tenant-migration-step-by-step-complete-guide/
How information systems are built or acquired puts information, which is what they should be about, in a secondary place. Our language adapted accordingly, and we no longer talk about information systems but applications. Applications evolved in a way to break data into diverse fragments, tightly coupled with applications and expensive to integrate. The result is technical debt, which is re-paid by taking even bigger "loans", resulting in an ever-increasing technical debt. Software engineering and procurement practices work in sync with market forces to maintain this trend. This talk demonstrates how natural this situation is. The question is: can something be done to reverse the trend?
Monitoring and Managing Anomaly Detection on OpenShift.pdfTosin Akinosho
Monitoring and Managing Anomaly Detection on OpenShift
Overview
Dive into the world of anomaly detection on edge devices with our comprehensive hands-on tutorial. This SlideShare presentation will guide you through the entire process, from data collection and model training to edge deployment and real-time monitoring. Perfect for those looking to implement robust anomaly detection systems on resource-constrained IoT/edge devices.
Key Topics Covered
1. Introduction to Anomaly Detection
- Understand the fundamentals of anomaly detection and its importance in identifying unusual behavior or failures in systems.
2. Understanding Edge (IoT)
- Learn about edge computing and IoT, and how they enable real-time data processing and decision-making at the source.
3. What is ArgoCD?
- Discover ArgoCD, a declarative, GitOps continuous delivery tool for Kubernetes, and its role in deploying applications on edge devices.
4. Deployment Using ArgoCD for Edge Devices
- Step-by-step guide on deploying anomaly detection models on edge devices using ArgoCD.
5. Introduction to Apache Kafka and S3
- Explore Apache Kafka for real-time data streaming and Amazon S3 for scalable storage solutions.
6. Viewing Kafka Messages in the Data Lake
- Learn how to view and analyze Kafka messages stored in a data lake for better insights.
7. What is Prometheus?
- Get to know Prometheus, an open-source monitoring and alerting toolkit, and its application in monitoring edge devices.
8. Monitoring Application Metrics with Prometheus
- Detailed instructions on setting up Prometheus to monitor the performance and health of your anomaly detection system.
9. What is Camel K?
- Introduction to Camel K, a lightweight integration framework built on Apache Camel, designed for Kubernetes.
10. Configuring Camel K Integrations for Data Pipelines
- Learn how to configure Camel K for seamless data pipeline integrations in your anomaly detection workflow.
11. What is a Jupyter Notebook?
- Overview of Jupyter Notebooks, an open-source web application for creating and sharing documents with live code, equations, visualizations, and narrative text.
12. Jupyter Notebooks with Code Examples
- Hands-on examples and code snippets in Jupyter Notebooks to help you implement and test anomaly detection models.
5th LF Energy Power Grid Model Meet-up SlidesDanBrown980551
5th Power Grid Model Meet-up
It is with great pleasure that we extend to you an invitation to the 5th Power Grid Model Meet-up, scheduled for 6th June 2024. This event will adopt a hybrid format, allowing participants to join us either through an online Mircosoft Teams session or in person at TU/e located at Den Dolech 2, Eindhoven, Netherlands. The meet-up will be hosted by Eindhoven University of Technology (TU/e), a research university specializing in engineering science & technology.
Power Grid Model
The global energy transition is placing new and unprecedented demands on Distribution System Operators (DSOs). Alongside upgrades to grid capacity, processes such as digitization, capacity optimization, and congestion management are becoming vital for delivering reliable services.
Power Grid Model is an open source project from Linux Foundation Energy and provides a calculation engine that is increasingly essential for DSOs. It offers a standards-based foundation enabling real-time power systems analysis, simulations of electrical power grids, and sophisticated what-if analysis. In addition, it enables in-depth studies and analysis of the electrical power grid’s behavior and performance. This comprehensive model incorporates essential factors such as power generation capacity, electrical losses, voltage levels, power flows, and system stability.
Power Grid Model is currently being applied in a wide variety of use cases, including grid planning, expansion, reliability, and congestion studies. It can also help in analyzing the impact of renewable energy integration, assessing the effects of disturbances or faults, and developing strategies for grid control and optimization.
What to expect
For the upcoming meetup we are organizing, we have an exciting lineup of activities planned:
-Insightful presentations covering two practical applications of the Power Grid Model.
-An update on the latest advancements in Power Grid -Model technology during the first and second quarters of 2024.
-An interactive brainstorming session to discuss and propose new feature requests.
-An opportunity to connect with fellow Power Grid Model enthusiasts and users.
Ivanti’s Patch Tuesday breakdown goes beyond patching your applications and brings you the intelligence and guidance needed to prioritize where to focus your attention first. Catch early analysis on our Ivanti blog, then join industry expert Chris Goettl for the Patch Tuesday Webinar Event. There we’ll do a deep dive into each of the bulletins and give guidance on the risks associated with the newly-identified vulnerabilities.
Introduction of Cybersecurity with OSS at Code Europe 2024Hiroshi SHIBATA
I develop the Ruby programming language, RubyGems, and Bundler, which are package managers for Ruby. Today, I will introduce how to enhance the security of your application using open-source software (OSS) examples from Ruby and RubyGems.
The first topic is CVE (Common Vulnerabilities and Exposures). I have published CVEs many times. But what exactly is a CVE? I'll provide a basic understanding of CVEs and explain how to detect and handle vulnerabilities in OSS.
Next, let's discuss package managers. Package managers play a critical role in the OSS ecosystem. I'll explain how to manage library dependencies in your application.
I'll share insights into how the Ruby and RubyGems core team works to keep our ecosystem safe. By the end of this talk, you'll have a better understanding of how to safeguard your code.
Driving Business Innovation: Latest Generative AI Advancements & Success StorySafe Software
Are you ready to revolutionize how you handle data? Join us for a webinar where we’ll bring you up to speed with the latest advancements in Generative AI technology and discover how leveraging FME with tools from giants like Google Gemini, Amazon, and Microsoft OpenAI can supercharge your workflow efficiency.
During the hour, we’ll take you through:
Guest Speaker Segment with Hannah Barrington: Dive into the world of dynamic real estate marketing with Hannah, the Marketing Manager at Workspace Group. Hear firsthand how their team generates engaging descriptions for thousands of office units by integrating diverse data sources—from PDF floorplans to web pages—using FME transformers, like OpenAIVisionConnector and AnthropicVisionConnector. This use case will show you how GenAI can streamline content creation for marketing across the board.
Ollama Use Case: Learn how Scenario Specialist Dmitri Bagh has utilized Ollama within FME to input data, create custom models, and enhance security protocols. This segment will include demos to illustrate the full capabilities of FME in AI-driven processes.
Custom AI Models: Discover how to leverage FME to build personalized AI models using your data. Whether it’s populating a model with local data for added security or integrating public AI tools, find out how FME facilitates a versatile and secure approach to AI.
We’ll wrap up with a live Q&A session where you can engage with our experts on your specific use cases, and learn more about optimizing your data workflows with AI.
This webinar is ideal for professionals seeking to harness the power of AI within their data management systems while ensuring high levels of customization and security. Whether you're a novice or an expert, gain actionable insights and strategies to elevate your data processes. Join us to see how FME and AI can revolutionize how you work with data!
HCL Notes und Domino Lizenzkostenreduzierung in der Welt von DLAUpanagenda
Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-und-domino-lizenzkostenreduzierung-in-der-welt-von-dlau/
DLAU und die Lizenzen nach dem CCB- und CCX-Modell sind für viele in der HCL-Community seit letztem Jahr ein heißes Thema. Als Notes- oder Domino-Kunde haben Sie vielleicht mit unerwartet hohen Benutzerzahlen und Lizenzgebühren zu kämpfen. Sie fragen sich vielleicht, wie diese neue Art der Lizenzierung funktioniert und welchen Nutzen sie Ihnen bringt. Vor allem wollen Sie sicherlich Ihr Budget einhalten und Kosten sparen, wo immer möglich. Das verstehen wir und wir möchten Ihnen dabei helfen!
Wir erklären Ihnen, wie Sie häufige Konfigurationsprobleme lösen können, die dazu führen können, dass mehr Benutzer gezählt werden als nötig, und wie Sie überflüssige oder ungenutzte Konten identifizieren und entfernen können, um Geld zu sparen. Es gibt auch einige Ansätze, die zu unnötigen Ausgaben führen können, z. B. wenn ein Personendokument anstelle eines Mail-Ins für geteilte Mailboxen verwendet wird. Wir zeigen Ihnen solche Fälle und deren Lösungen. Und natürlich erklären wir Ihnen das neue Lizenzmodell.
Nehmen Sie an diesem Webinar teil, bei dem HCL-Ambassador Marc Thomas und Gastredner Franz Walder Ihnen diese neue Welt näherbringen. Es vermittelt Ihnen die Tools und das Know-how, um den Überblick zu bewahren. Sie werden in der Lage sein, Ihre Kosten durch eine optimierte Domino-Konfiguration zu reduzieren und auch in Zukunft gering zu halten.
Diese Themen werden behandelt
- Reduzierung der Lizenzkosten durch Auffinden und Beheben von Fehlkonfigurationen und überflüssigen Konten
- Wie funktionieren CCB- und CCX-Lizenzen wirklich?
- Verstehen des DLAU-Tools und wie man es am besten nutzt
- Tipps für häufige Problembereiche, wie z. B. Team-Postfächer, Funktions-/Testbenutzer usw.
- Praxisbeispiele und Best Practices zum sofortigen Umsetzen
2. NASA Mission:
To pioneer the future in space exploration, scientific
discovery, and aeronautics research.
NASA’s Strategic Goals
1. Fly the Shuttle as safely as possible until its retirement, no later than
2010.
2. Complete the International Space Station in a manner consistent with
NASA’s International Partner commitments and the needs of human
exploration.
3. Develop a balanced overall program of science, exploration, and
aeronautics consistent with the redirection of the human spaceflight
program to focus on exploration.
4. Bring a new Crew Exploration Vehicle into service as soon as possible
after Shuttle retirement.
5. Encourage the pursuit of appropriate partnerships with the emerging
commercial space sector.
6. Establish a lunar return program having the maximum possible utility for
later missions to Mars and other destinations. 2
3. Presentation Objectives
• NASA Facilities Management
– Organization
– Goals
– Purpose
– Strategy
– Best Practices
• Rules and Requirements
– NASA Space Act
– Executive Orders
– Agency Policies and Processes
– Funds Management
• Recommendations
3
4. Organization Chart
Office of the
Administrator
Mission Support
Office of Institutions and
Management
Office of Infrastructure and
Administration
Facilities Engineering and Real
Property Division
4
5. Facilities Engineering and 5/31//2007
Real Property Division
Director
James W. Wright
Administrative Specialist
Mary Stites
Resources Team
•CoF Funds Management
•Budget Formulation
Planning & Real Facilities Engineering,
Estate Branch Maintenance and
Operations Branch
• Master Planning
• Real Property
• Construction of Facilities
Management
program management
5
6. Real Property Management Plan Goals
1. Identify and address real property
requirements as an integral part of Agency,
Mission Directorate, program, and project
planning.
2. Construct and operate new real property
to meet mission requirements only when
existing capabilities cannot be
effectively used or modified.
3. Continually evaluate its real property assets
to ensure alignment with the NASA Mission.
4. Leverage its real property to its maximum
potential.
5. Sustain, revitalize, and modernize its real
property required by the NASA Mission.
6
7. Real Property
• Definition: land, buildings, structures,
utilities systems, and improvements and
appurtenances thereto, permanently
annexed to land
– Includes collateral equipment
• Building-type equipment, built-in equipment,
and large, substantially affixed equipment
normally acquired and installed as a part of a
facility project
7
8. CoF Program Purpose
• Acquire, repair, modify, and/or construct
real property to support and accomplish
NASA’s missions
• Comply with Public Laws
– National Aeronautics and Space Act
of 1958
– Appropriation Act
– Authorization Act
– Executive Orders
8
9. Facilities Strategy
• Facilities supporting the mission:
– Invest in facility maintenance, repair,
replacement
– Invest in sustainable operations, design and
construction techniques when economically
justified
• And the others:
– Eliminate
• Demolition Program
• Other real property solutions (transfer, excess)
9
10. Facility Life Cycle
Facility Life-Cycle Performance Curve
Recapitalization Investments: Addresses obsolescence,
modernization, revitalization by replacement.
New Facility
Performance (or Condition)
Average Performance Curve for an inventory
with full sustainment
Repair necessary to bring facility
to an acceptable condition.
Adequate
Inadequate
More rapid deterioration due to Replace facility.
inadequate sustainment, and
subsequent loss of service life.
67 Years: Target service life of a facility with full sustainment
Time (or Service Life)
10
11. Facilities Benchmarking
• Construction Industry Institute
– Over 100 Organizations
• Industry
• Government
• Academia
• Federal Facilities Council
– 25 Federal Agencies
• GSA
• Department of State
• Department of Defense (DoD)
11
12. CoF Best Practices
• Front End Planning
• Partnering
• Team Building
• Constructability
• Value Management
• Sustainability
– Sustainable Design
– Design for Maintainability
– Total Building Commissioning
– Design for Safety and Security
• Construction Safety
– Making Zero Incidents a Reality
13. National Aeronautics And Space Act
• Authorization*
– TITLE II, Section 203, (c), (3)
• Authorizes construction, improvements, for laboratories,
research & testing sites & facilities as deemed necessary
• IMPACT: NASA can acquire, construct and
repair real property without going through
GSA (or any other Agency).
* Authorization - is a legislative act authorizing money to be spent
for government programs that specifies a maximum spending
level without provision for actual funds.
13
14. National Aeronautics And Space Act
• Appropriations
– Title III, Section 310, (a)
• nothing in this Act shall authorize the
appropriation of any amount for (1) the
acquisition or condemnation of any real
property, or (2) any other item of a capital
nature (such as plant or facility acquisition,
construction, or expansion) which exceeds
$250,000.
– Impact: All of our CoF appropriations come
to us through public laws (i.e. President’s
Budget and Congress)
14
15. Additional Real Property Requirements
• Executive Order 13327, Federal Real
Property Asset Management
– Real Property Asset Management Plan
• Executive Order 13423, Strengthening
Federal Environmental, Energy, and
Transportation Management
– Sets new energy efficiency standards
• Center Master Plans
15
16. Policies & Procedures
• NASA Policy Directive (NPD) 7330.1G
Approval Authorities for Facility Projects
• NPD 8820.2C, Design and Construction of
Facilities
• *NASA Procedural Requirements (NPR)
8820.2F, Facility Project Requirements
*Revision in process for approval and signature at
the time of this slide presentation submittal. NPR
8820.2E may still be in effect.
16
17. CoF and NPR 7120.5 Series
• NPR 7120.X Series refers to NPR
8820.2
– For CoF processes and facility project
requirements
• NPR 8820.2 refers to NPR 7120.5D
• When a facility project is also a project per
NPR 7120.5D, both policies apply
– No duplication of effort is required, but elements from
both documents must be met
17
18. SYSTEMS ENGINEERING
NPR 7123.1
• Application of this NPR to Construction
of Facilities (CoF)
– Scaled to level of systems engineering for
function of structure
– Documented in systems engineering
management plan (SEMP) (as required)
– Refers to NPR 8820.2 for CoF engineering
requirements
• NPR 8820.2 refers to NPR 7123.1
18
19. CoF Project Types
• Institutional (Prioritized Agencywide):
– Common use facilities, such as primary
utility distribution systems, general
administrative buildings, roads, parking
lots, and quality of life facilities
• Program Direct (Prioritized within each
Program):
– Facilities required to satisfy Program
specific requirements/capabilities (e.g. test
facilities, labs, R&D)
19
20. CoF Process
Identify
Required Capability
Functional These are Not Typically
Requirements Statement CoF Funded
Facility
Concept Study
Environmental
Evaluation
Perform Studies
Requirements Document 20
21. CoF Process
Preliminary Typically
Engineering Report CoF Funded
Engineering Studies
Design
Construction
Activation
21
22. CoF Typical Timeline
Identify
Required Capability
Functional Six months to a year
Requirements Statement
Facility
Concept Study
Environmental
Evaluation
Perform Studies
Requirements Document 22
23. CoF Typical Timeline
Preliminary Three to five years
Engineering Report
Engineering Studies
Design
Construction
Activation
23
24. CoF Funding Categories
• Local Approval (Center budgeted)
– Any project costing less than $500,000
– Not included within the Agency CoF Program
• Minor Revitalization and Repair
– $500,000 and less than $5,000,000
• Discrete
– $5,000,000 and up
• Demolition
– No funding limits
– Not exclusively CoF Program funded
• Facilities Planning and Design
24
25. CoF Funding Rules Outside of the
Normal Budget Process
• Upward variations into the CoF Program
(Institutional Investment)
– Limited to 10% of the appropriated
programs affected or $750,000 whichever
is less
• Operating Plan Changes
– Any project change in excess of the
upward variation rules
25
26. Recommendations
• New capabilities
– *Notify Facilities Organization (Center or HQ) as
early as possible to get your facility needs into the
budget
• Existing Capabilities
– *Ensure the Center Facilities Organization is
aware of your need for the facility
• Fully define your facility requirements
– Schedule, Cost, and Scope
*Note: Even if you don’t know your complete facility
requirements yet.
26
29. NASA Real Property
• Just the Facts:
– Over 2500 Buildings
– Over 2300 Other
Structures
– Over $23 Billion Current
Replacement Value
– Over40 Million Square
Feet
– Over 360,000 Acres
– Aged, high technology
facilities.
29
30. Facility by Type
(# of facilities)
Roads, Bridges, All Other Office Airfield Pavements
Railroads Harbors and Ports
Recreational (other
than buildings) Power Development
and Distribution
Laboratories Other Institutional
Uses
Nav. & Traffic Aids,
Flood Control
Warehouses/ Stora
Communications
Systems
Utility Systems
Industrial
R&D (not Labs)
Space Exploration
Service
Structures
30
31. Facilities by Type
(replacement value)
All Other
Roads, Bridges, Office
Railroads Airfield Pavements Harbors and Ports
Power Development
and Distribution
Laboratories Storage
Industrial
Service
Space Exploration
Structures
R&D (not Labs)
Communications
From RPI Systems Utility Systems
February 2006
31
32. FY06 Facility Condition Index by Center
(Active Facilities Only)
Based on a parametric model, 5 point scale (1 – Poor, Unable to meet intended
function; 5 – Very Good, fully functional with no significant repairs required).
FCI is calculated annually, based on 100% inspection of all NASA facilities.
4.5
Total Agency FCI: 3.6:
“Fair:” “Occasionally unable to
function as intended.”
4
3.5
FCI
3
2.5
2
JPL
ARC
DFRC
GRC
GSFC
JSC
KSC
LaRC
MSFC
SSC
32
33. Years
G
0
10
20
30
40
50
R
C 60
A
RC
M
AF
La
RC
M
SF
C
W
FF
G
SF
C
JP
L
JS
W C
ST
F
K
Average Facility Age
SC
SS
D C
FR
C
33
34. Total Current Replacement
Value by Center
4.5
4
3.5
3
$ Billions
2.5
2
1.5
1
0.5
0
KSC GRC LaRC ARC SSC JSC MSFC JPL GSFC DFRC
34
Note: Includes both Active & Inactive Facilities
35. Acreage by Center
NASA owns 125,276 acres
Controls another 237,901 acres
140,000
Total 363,177 acres
8,000 120,000 Acres Total
Acres Owned
7,000 Acres Total 100,000
6,000 Acres Owned
80,000
5,000
A cres
60,000
4,000
3,000 40,000
2,000 20,000
1,000 0
KSC
SSC
WSTF
0
M AF
W FF
JP L
G SFC
JS C
M SFC
ARC
DFRC
GRC
L aR C
35
36. Facilities Life Lines
• Construction of Facilities (CoF)
• FERPD budgeted, managed and funded for Institutional
projects
– Discrete - $5 M and over (no year)
– Minor Revitalization and Construction - $500K-$5M (3
year)
– Demolition – $0 and up (no year)
– Facility Planning and Design (FP&D) (3 year)
• Studies, Preliminary Engineering Report (PER), Designs
– Full Cost (2 year)
• Full Time Equivalents (FTE), Travel, Contractor Support
• Center Management and Operations (CM&O)
• Facilities Projects (under $500K)
– Facility Operations and Maintenance
• FERPD provides advocacy and sets Agency policy
36
37. Facilities Engineering and Real Property Division
Facilities Maintenance Assessment
Not corrected for inflation
600 Funded M&R*
National Research Council (2% CRV)
Requirement Reported by Centers**
500 Facilitiy Sustainment Model
400
$M
300
200
100
0
FY96 FY97 FY98 FY99 FY00 FY01 FY02 FY03 FY04 FY05 FY06
*M&R defined as the recurring day-to-day work required to preserve facilities (buildings, structures,
grounds, utility systems, and collateral equipment) in such a condition that they may be used for
their designated purpose over an intended service or design life. (non-CoF) 37
** M&R Requirement = Center request for adequate maintenance and stable repair backlog.
38. CoF Funding 2000-2013
(Procurement Only)
450 PROGRAM DIRECT FY06-08:
MSFC Replacement Building;
400 JPL Flight Projects Center;
GSFC Exploration Sciences Bldg;
350
300
Dollars in Millions
250
200
150
100
50
0
00 01 02 03 04 05 06 07 08 09 10 11 12 13
Institutional Center G&A Corporate G&A Program Direct
Hurricane supplemental funding shown for information only 38
39. FY 07 PPBES CoF Prioritization
• Uses a Risk Management Approach (5 by 5
Matrix)
– Project must be mission related
– Probability and Consequences Plotted
– Discerning factors delineate between projects with
same score
• Final prioritization is done by a team made up
of members from each Center, Mission
Directorates, and Mission Support Offices
• Establishes Agency CoF Priorities
• CoF Prioritization Timeline – driven by HQ
Office of the Chief Financial Officer
39
40. CoF Prioritization Results (FY 09)
• Over $174 M was Center Total
initially scored as Very ARC 10,140
High Risk (Probability 5, DFRC 8,800
Consequence 5) GRC 10,200
• After scrubbing the list, GSFC 10,200
we were able to add in JPL 10,100
some High risk (5,4 or JSC 19,950
4,5)
KSC 23,600
• Consensus process LaRC 10,200
(using color coded
MSFC 14,800
cards)
SSC 5,900
• Open process with buy
in from all Total 123,890
40
41. CoF Demolition Program
• Headquarters provides funding
– $10M per year, FY04 through FY07; $15 M for FY08
and beyond
– Saves costs and improves overall condition by
removing unneeded facilities
• From NASA’s FY05 Deferred Maintenance Report: “NASA’s
aggressive demolition program (in FY04-05), 117 facilities,
accounted for a DM reduction of $17 million…$64 million
reduction in FY04…$98 M in FY05”
– Removes safety and environmental hazards
• Demolition also required as part of repair by
replacement
• Centers also fund demolition projects
• Deconstruction techniques are used to offset
costs (e.g. salvaging steel and copper) 41
42. Institutional CoF Issues
• Significantly under-funded
– Recent data call identified $484 M in
requirements for FY 2009 consideration through
prioritization
– $174 M was Very High risk to mission
– $97 M was High risk to mission
– $124 M available for FY 2009 prioritization
• Impact:
– Risk to infrastructure will increase (recent
incidents of fires at JSC and GRC), increasing
risk to mission
– Reactive mode for natural/manmade disasters
– System failures redirect scarce funds (GRC
electrical fire)
42
43. Coming CoF Tools
• Building Information Modeling
– Software used to model a facility
• Facilities Project Management
Database
– GRC developed
– Focus on project execution phases
• Design, Construction
– May soon be “required” method for
receiving CoF funds
43
44. Other Real Property Initiatives
• Shared Capabilities Assets Program
• Sustainable design and construction
• Healthy Buildings (Indoor Air Quality –
IAQ)
• Construction Safety
• Reliability Centered Maintenance
• Full Cost Management and use of
Working Capital Fund
• Integrated Asset Management
44