Weaver.ed

William A. Tippin, DM, CMC – AECOM

Kim W. Toufectis – NASA

Cheryl L. Allen – NASA

Edward D. Weaver, AIA, LEED AP – AECOM

9 February 2011

Academy of Program / Project & Engineering Leadership

Project Management Challenge 2011

Transforming NASA’s Facility Portfolio into Next Generation Centers

PM Challenge facilities track– NASA facilities critical to mission success – Construction & maintenance on-going– Present unique challenges

PM 2011 Challenge question– What are the infrastructure challenges– How are these challenges being tackled

PM ChallengeFacilities Track Challenge

Problem statement– Transform NASA’s facility portfolio into next

generation centers

Presentation objective statement– Use the Kotter model as a tool to explain the

process of transformational management NASA is facing in implementing it’s Master Plan

Problem Statement andPresentation Objective

4Academy of Program / Project & Engineering Leadership

NASA Master PlanningTransforming our Centers’ Facilities

Establishing a Sense of Urgency

Forming a Powerful Guiding Coalition

Creating a Vision

Communicating the Vision

Empowering Others to Act on the Vision

Planning for, Creating Short-Term Wins

Consolidating Improvements, Producing Still More Change

Institutionalizing New Approaches

Portfolio Management

Agency Facilities

Vision

AGENCY

Center Master

CENTER

Program Management

Flexible Facilities

Project Management

PROJECT

Agency Facilities Vision:Portfolio Management

Step 1: Establishing a Sense of Urgency

Share of NASA facilities under 40 years old

As assets age and requirements evolve, we must renew the assets our programs need

Step 2: Forming a Powerful Guiding Coalition

Center Leadership updates facilities Master Plans to align with Agency strategy and funding

2010 Outcomes:• Plans more integrated, strategic, consistent• Strategic renewal plans linked to funding

2009 Outcomes: • A refined strategy and facilities governance• Reconfirmed need for renewal funding

Agency Leadership reviews facilities management, resources, strategy,and investments

2008NASA Administrator

reviews a model projecting 40-year outcomes of several investment scenarios

2008 Outcomes: • “Slow and steady” renewal strategy • Funding pending evaluation of impacts

Step 3: Creating a Vision

85%80%

LikelyVery Unsuitable

LikelyUnsuitable

LikelySuitable

Status Quo

"Similar/ Smaller"

Full Renewal

Range of Possible Futures

Confirmed Strategy

LikelyUnsuitable

LikelySuitable

Current State

“NASA will renew and modernize its facilities to sustain its capabilities, and to accommodate those capabilities in the most efficient facilities set practical.”

Center Master Plan:Program Management

Step 4: Communicating the Vision

NASA PM team Refine overall programmatic requirements, advocate for

resources, and develop implementation strategies

Customer team NASA PM team + Customer teams (residents) + Local

stakeholders (LaRC management)

Project team NASA PM team + GSA PM team + Contract support

Step 5: Empowering Others to Act on the Vision

NASA PM team

Formed first, composed of 2 or 3 people in Facilities Engineering

– Team consists of a planning component and an implementation component

Refine overall programmatic requirements, advocate for resources, and develop implementation strategies

– Partnered with GSA via an Interagency Agreement

– Developed Project Management Plan defining roles and responsibilities between NASA and GSA

Customer team

NASA PM team + Customer teams (residents) + Local stakeholders (LaRC management)

– Facility “residents” defined high-level user requirements

– PM team maintains adherence to vision, budget, and agency goals and constraints

– Stakeholder retains program approval

– Produced “Program Requirements Document”

Project team

NASA PM team + GSA PM team + Contract support– Contract support for conceptual and preliminary design,

final design and construction, construction management, quality assurance, commissioning, etc.

– Multiple tiers of subcontractors

– GSA handles bulk of PM duties

Flexible Facilities:Project Management

Step 6: Planning for and Creating Short-Term Wins

Taking the vision of change, and making it a visible reality

Tie projects to Center Master Plan and Agency Facilities Vision, as the foundation to build on

Expand the constituency of partners Encourage stakeholder buy-in Communicate through a variety of means

Making the Vision Visible…

ONIX, Inc.

Precision Elevator Services, Inc.

Initial decisions foster more clarity about future direction – and the transformation

As new concepts for operating and working are accepted they allow additional improvements to occur

Improved campus, research and office environments can facilitate better management, science and engineering

Step 7: Consolidating Improvements / Producing Still More Change

Clear Decisions Clarify New Directions…

Region

Center

Step 8:Institutionalizing New Approaches

Setting a new baseline for future transformations

Current practices are based upon available facilities and resources

Renewed facilities can help establish the new culture and fabric of the Center

A New Approach…

Summary Statement