Code 505 Lunch and Learn July 26, 2012

1. Code 505 Lunch and Learn July 26, 2012 Steve Shinn

2. Agenda Overview of the BCI—Why is Change Needed? Our Goal—From Current to Future State Business Change Initiative Action Teams; Structure; Tangible Changes; Action Team Examples; Scheduling; Cost Estimating The Future Why Does This Matter? Relevance to 505 and AETD Next Steps—The Path Forward Discussion

3. Overview of the BCI—Why is Change Needed? Internal challenges include rising costs, schedule delays, disparate processes, diminishment of institutional processes and tools, a need to ensure optimally-trained staff, and a retirement wave that will seriously impact our need to capture knowledge and best practices External challenges include a significant increase in external reviews and data requests; greater competition and stakeholder pressure; significant perceptions of GSFC’s budgeting and scheduling challenges; and our peers have made strides in all aspects, are outmaneuvering and marketing on our weaknesses (e.g., Goddard is good but they won’t stay within budget or on schedule) Our world is changing as evidenced by recent GAO findings that NASA is not managing its projects well; budgets are tightening that will lead to additional scrutiny for selection—past performance does matter; being the “most technically competent” will no longer be enough We are recognized globally as being world class in mission development and execution of projects, but we are not consistently utilizing best practices or being recognized for meeting our budget commitments and schedule, and this has to change now!

4. Our Goal—Projects consistent apply best practices and actions to ensure cost effective and on-time delivery of all projects Current State Future State An integrated community to educate, openly share and instill best practices across the organization and within the projects A disparate community with pockets of expertise that are not well known and where projects create their own unique solutions to solve problems Our ideal state is to be recognized as world class in all three elements of project management—cost, schedule and technical management—with known subject matter experts integrated across the community

5. FPD Business Change Initiative The BCI started in late 2011. Five Action Teams focus on tangible actions to improve our processes and effectiveness and for transference of knowledge and best practices: • Scheduling Action Team • Management Reporting Action Team • Earned Value Management (EVM) Action Team • Business Rapid Information Skills & Knowledge (BRISK) Action Team • Cost Estimating Action Team • Action Teams are progressing through a five-step process that guides the change from concept, vision and definition through rollout and deployment • Collaboration is Key—the BCI is guided by Code 400 Civil Servants and contractors and requires alignment, coordinated participation with the Office of Human Capital Management /110, Office of the Chief Financial Officer/150, Applied Engineering and Technology Directorate/500, and other partners • As we go forward, we can use this process to tackle other changes in the Directorate or at the Center

6. Five Action Teams have established the overall scope and general themes: Action Teams Action Teams are the conduit to identify standardized processes, methods and toolsacross the Center; promote knowledge sharing; and leverage best practices and implement new ones to increase effectiveness and enhance chances of project success at GSFC Action Team Members Knowledge Sharing & Products Adopt Best Practices • Project Management Team • Deputy Project Managers/Resources • Analysts • Schedulers • Specialists • Internal Subject Matter Experts (GSFC) • External Subject Matter Experts • Lessons Learned • Sample Documents • Templates • Meetings • Project Interviews • Scope • Cost • Time • Processes • Methods • Tools

7. Tools • Nakia Marks/153 • Training • Walt Majerowicz/ 403 • Reporting • J. McKeever/460 • Process/PolicyJonathan Bryson/ 403 • Integration Team • 10 members 100/114/150/400/500 • 6 members 400/500 • 7 members 150/200/400/500 • 9 members 400/500 • 5 members 400/500/600 • 7 members HQ/150/400/500 • 11 members400/500 • 11 members 100/150/400/500/BAH Action Team Structure: Leadership, Resources, and Projects EVM Sub-teams The Action Teams are comprised of personnel from around the Directorate and the Center. Each Action Team continues to reach out to stakeholders for ideas, artifacts and best practices. Even if you are not on an Action Team, everyone is a stakeholder. It is not too late to contact any of the individuals noted above with your ideas and insights.

8. The BCI is Focused on Practical, Tangible Change

9. Examples:Action Team Current Progress Scheduling: Best Practice Instruction Cost Estimating: Joint Confidence Level Handbook EVM: Questionnaire Management Reporting: Cost & Schedule MSR Charts BRISK: Resource Analyst Assessment Tool

10. Scheduling Action Team • Document Schedule Requirements in the Project Schedule Management Plan • Develop In-House Subsystem Schedules Using the PDL Checklist • Identify and Control Giver / Receiver Milestones • Design the Project Schedule Book • Assess Schedule Efficiency Along the Critical Path • Prepare an IMS Data Requirements Document • Assign a Lead Planner/Scheduler to the Project • Create an Integrated Master Schedule Database in MS Project • Plan the Project Schedule Margin • Report the Critical Path for MSR • Report Project Control Milestone Performance and Forecast • Resource/Cost Load the Project IMS Policies • Organize the Project Schedule War Room • Estimate Realistic Activity Durations • Establish and Control the Schedule Baseline • Perform a Schedule Risk Analysis and Report Results • Report Total Slack Changes and Trends • Archive the Project IMS Best Practice Instructions • Plan a Successful Schedule Summit • Document the Schedule Basis of Estimate • Implement a Schedule Control Board • Assess Baseline Schedule Performance with the BEI • Report Schedule Margin-to-Launch Trend • Assess Current Performance with the Monthly Hit/Miss Index Guidelines • Develop the Project-Level Integrated Master Schedule (IMS) • Verify Schedule Integrity with Schedule Health Checks • Status and Update the Project IMS • Assess Current Schedule Performance with the CEI • Prepare and Update the MSR Critical Milestone Schedule • Reporting Summary Status with the Schedule Scorecard The Scheduling Action Team is defining basic set of policies and Best Practice Instructions (BPIs) to be implemented across the organization Why? To understand and meet our projects’ scheduling needs more effectively How were these policies and instructions established? The Action Team collected data from our own projects to establish best practices in scheduling; instructions are created by our in-house experts and industry guidance These instructions are specific, implementable steps tailored to transform projects’ scheduling capabilities

11. Cost Estimating Action Team • Cost Estimating team members completed an assessment of all existing activity processes with preliminary identification of strengths, weaknesses and recommendations • Members engaged in the definition of imperatives (internal/external best practices) as a strategic thinking process • Findings indicated two areas, JCL Starting Point & JCL Modeling – Risk Mapping, where projects conform or are consistent with practices • The team will summarize their recommendations and develop products and processes for those practices that need improvement

12. We are uncovering best practices and identifying subject matter experts to leverage across the Center to improve our project management practices The Future: • Outcomes to include a proliferation of new approaches: • Revamped and relevant training • Improved workforce collaboration and feedback • Implemented best practices across all the business practices • Standardized tools and approaches • New knowledge management, repositories and portals • Standard operating procedures and guidelines • The future of our projects is an integrated community of “expert” practitioners yielding: • Improved cost and schedule performance • Higher efficiency of projects and teams • Improved integration and collaboration across teams • Recognized lists of business systems SMEs • Improved business training and skills development

13. Why Does This Matter? Relevance to 505 and AETD How can the BCI contribute to greater technical leadership for the full life cycle of instrument development, for both in-house and out-of-house GSFC instruments from proposal, through development and launch? • Code 505 team members participate across various action teams, therefore share their unique perspective of bringing the change, and adapting to it: • Scheduling – Standardize schedule reporting and general best practices • Management Reporting – Transform MSRs to provide data to that truly evaluates the performance of the projects • Earned Value Management – Design a methodology that consistently implements EVM on GSFC projects • Knowledge and Skills – Develop a training curriculum for Instrument Managers (IMs) and Product Development Leads (PDLs) on Programmatic • Cost Estimating – Create a reliable process, considering risks for instruments, that result in high-quality cost estimates that are comprehensive, accurate and that can be clearly traced

14. Next Steps—The Path Forward • Coalesce known experts to direct projects to resources—like a compass • Organize the community to share knowledge and resources • Foster a culture that is willing to endorse change—we need paradigm breakthroughs! • Engage with Action Teams and key staff to lead the direction forward • Be recognized as a community of known experts and practitioners across all Directorates within the Center, rather than creating expertise/capability within a “stove pipe” or single organization—we can’t all be “hired guns” to define our processes • Collaborate across other projects, with all Directorates within the Center and externally • Product Development Lead training is a critical parallel activity to the BCI • If there are expectations, concepts or messages that need to be shared, I am a conduit to help you with implementation and change Set a philosophy that being outstanding at technical development and operations is not good enough anymore—to achieve true project management excellence we have to improve our business practices

15. Discussion and Questions Let’s discuss the following questions: Are we addressing the most critical problems facing Code 505? Have we identified the most relevant tools and approaches that will help Code 505? What are your comments about the approach, recommendations on how we can make long-lasting changes, or what are your questions on where we’re headed?

16. ADDITIONAL INFORMATION

17. The Creating a New Future (Future of 400) initiative focused on people, relationships, tools and processes. The FPD BCI leverages the framework established by the Future of 400 and focuses on the business tools and processes needing improvement—those brick walls that need to come down * The overall goal was to focus on the ideal future state of FPD by offering staff understanding of how they can achieve their career goals, resulting in an enlarged and competitive candidate pool, thus also addressing critical succession issues The Future of 400 Initiative Creating a New Future The Flight Project Directorate Business Change Initiative

18. The Brick Wall Paradigm Projects like to solve problems on their own…but that’s part of our problem Projects will always run into problems but solutions to our problems can be developed collaboratively. Duplication can be avoided by leveraging people, processes, tools and innovation to avoid problems and reach the finish line The BCI is bringing down our brick walls—by leveraging the FPD front office leadership, Center resources and the strong leadership abilities of our community, we collectively can avoid running into brick walls. Our projects MUST use available tools, capabilities, knowledge and hard-earned experiences to find a way over, break down or to remove brick walls!

19. Our Strategic Improvement Change Continuum Process Overview We are defining the activities, methodologies, and techniques needed to transform the organization through the entire life cycle, which extends from concept vision and definition through rollout and deployment

20. Action Teams follow a simple and repeatable eight step process: Key findings, best practices, and subject matter expert discovery is being captured and shared throughout the BCI process An Action Integration Team ensures consistency among Action Teams and knowledge sharing

21. Action Team Timelines are phased to maximize team impact and results Time now: July 23

22. Example:Schedule Action Team Current Findings Opportunities for improvement Best Practice Areas Identified Principles Near Term Next Steps FPD All-Hands BCI Presentation - 22

23. Action Team Interfaces • Seamless exchange of information is essential for change to be long lasting and effective. Action Teams will gather information and form partnerships between: • Management Reporting and Scheduling • Scheduling and EVM • EVM and Management Reporting • All team outcomes feed future knowledge needs (BRISK) • Others as necessary • Action Teams will analyze interfacing topics for data exchange and create integrated logic networks • We will track progress against the BCI’s mission • Identify activities and practices that improve or negate the overall direction • Take necessary steps to resolve • We will monitor the use of the shared processes and practices and then fine tune business processes by having dialogues with different projects or directorates