Ashley.edwards

Futron Corporation • 1002 Gemini, Suite 225 • Houston, Texas 77058Phone 281-333-0190 • Fax 281-333-0192 • www.futron.com

Results You Can Trust

A RiskA Risk--Based Approach to Shuttle Based Approach to Shuttle Transition Transition

Workforce Communications Workforce Communications Project Management Challenge 2008

February 26-27, 2008 Track: Shared Voyages

Presenters:Ashley K. Edwards, Senior Strategic Communications Specialist

Lovely Krishen, Ph.D., Lead Risk Analyst-Transition Support Team LeadFutron Corporation

• 2Results You Can Trust

Presentation OutlinePresentation Outline• Overview of Risk-Based Approach to Shuttle Transition and Retirement (T&R)

NASA and Continuous Risk Management (CRM)*T&R Risk Capture Approach

• Workforce Risk DiscussionRisk Mitigation using Workforce Communications Strategy

• Strategic Workforce CommunicationsIntegrated Communications ApproachMeasurable Strategy

• Lessons Learned Wrap-upCommunications is measurable in programmatic termsWell thought out Strategy provides excellent risk mitigation tool

“Successful Workforce Transition relies on a Proactive Implementation of a Risk-Based Communications Strategy”

*Excerpts from NASA/APPEL “Principles of Risk Management” course


Definitions of RiskDefinitions of Risk

Risk is the potential for realization of unwanted negative consequences of an event.

• Rowe, An Anatomy of Risk

Risk is the measure of the probability and severity of adverse effects.

• Lowrance, Of Acceptable Risk

Risk is the possibility of suffering loss.• Webster, Third New International Dictionary

Risk is the probability that a project will experience undesirable consequences.

• NASA-NPG: 7120.5A


Specific Technical Definition of RiskSpecific Technical Definition of Risk

Risk always involves the likelihood that an undesired event will occur.

Risk should consider the severity of consequence of the event should it occur

Qualitative orQuantitative

Qualitative orQuantitative

Risk = (Likelihood, Consequence)


Benefits of RiskBenefits of Risk--Based Project Management Based Project Management

• Risk ManagementPay less upfrontProactivePreventativeDevelop opportunitiesStrategic Approach

• Take control

• Crisis ManagementHigher costs laterReworkCorrectivePromotes firefightingReactive approach

• Hope for the best


Scope of Risk ManagementScope of Risk Management

RiskManagement

Budget Schedule

People

Safety

ConfigurationManagement

Technical

Environment

RiskManagement

Budget Schedule

People

Safety

ConfigurationManagement

Technical

Environment


NASANASA’’ssContinuous Risk Management ProcessContinuous Risk Management Process

• Developed in collaboration with DoD and Software Engineering Institute

• It provides a disciplined environment for proactive decision making to:

Assess continually what could go wrong (risks)Determine which risks are important to deal withImplement strategies to deal with those risksAssure, measure effectiveness of the implemented strategies


Applying the CRM Methodology to Shuttle Applying the CRM Methodology to Shuttle Transition and RetirementTransition and Retirement

• Identify early on the success criteria for Shuttle T&RAs success drivers, focus on T&R of Workforce, Facilities, and Assets (integrated into a Human Spaceflight/Strategic Capabilities paradigm)Apply an inclusive and integrated vision for defining specific criteria

• Question: Is T&R a “Mission” or “Program?”• Answer: It has both flavors, along with elements of “Institution” and “Organization.”

• Utilize existing NASA and Shuttle RM processes and tools to the extent possible, but implement a tailored RM plan that addresses unique success criteria

• Identify Transition-unique risks and develop a plan to mitigate the risks within Program (both Shuttle and T&R) resource and schedule constraints

Tactical Fiscal year approachStrategic Multi-year, big picture approach

• Monitor progress and communicate regularly with the team and management • Maintain a flexible and collaborative approach to communicating and eliminating

or reducing the risk Cross Program barriers (interfaces with Station and Constellation)Cross Institutional barriers (within and across the Centers)Cross Management/Organizational barriers (across Level I, II, and III Management)


Shuttle Transition Risk Capture ApproachShuttle Transition Risk Capture Approach• Develop Tailored Risk Evaluation Criteria• Brainstorm and Identify Risks as a Team• Use NASA 5X5 Likelihood-by-Consequence (LXC) matrix for evaluating

Transition risks• Use Shuttle Integrated Risk Management Application (SIRMA) tool to

capture and track all information related to the risk• Perform and participate in regular Technical Risk Reviews and Risk

Management Working Groups (SSP and Transition)• Use effective Risk Handling strategies to facilitate abatement of identified

Transition-owned risksMitigate and reduce risk to the extent possible within the Level II Transition organizationEscalate risks that affect SSP Mission Execution through the SSP Top Risk Review process for continued management/mitigationEscalate risks that affect Agency-wide Transition organization through strategic decision board interfaces (Transition Control Board, Joint Integrated Control Board)Transfer ownership of risks that affect Centers Transition organizationPartner with Centers/Institutions and Agency Transition focal points to help augment mitigation efforts

• Measure risk abatement progress and respond rapidly to needed changes in direction

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Shuttle Transition Success CriteriaShuttle Transition Success CriteriaTransition Success Goals outlined:• SUPPORT AND ENABLE SAFE AND SUCCESSFUL SHUTTLE FLY-OUT

(Mission Execution Supportability)• Support and enable Programs Mission Success • Support and enable Agency-wide and Centers Institutional success criteria• Implement successful “Programmatic” management of Transition goals and

objectivesCost: meeting Transition Budget and overall SSP Budget constraintsSchedule: meeting major Transition Master Schedule milestonesSupportability

• Meeting Transition sustaining support needs • Enabling Centers/Institutional support functions (Human Capital, infrastructure, and facilities)

• Implement successful “Technical Performance” of TransitionSafety, Stakeholder Success, Crosscutting Technical Areas (Assets/Facility Disposition, Human Capital, Environmental Preservation, Records Management, Historical Preservation, Suppliers etc.)

• Implement measures for controlling important “Non-Technical” aspects of Transition

WORKFORCE MORALE, Knowledge Preservation, Economic Impacts (Local and State-level)


• Shuttle Transition identified Top Program Risk to be Workforce Supportability to Fly-out

Loss of Critical Civil Service Personnel (SIRMA Risk #2984)Loss of Critical Contractor Personnel (SIRMA Risk #2983)

• Unique Shuttle workforce infrastructure based on the following factors: Various age-groups (30-year veterans to recent college grads)Geographically dispersed over several centers (JSC, KSC, SSC, MSFC, and DFRC) and multiple contractor sitesSpecialized training associated with Shuttle-unique requirementsHighly experienced for Launch and Mission-related tasksEmotional attachment, morale, and personal decisions invested in Shuttle success

• Successful Fly-out depends on availability of critically skilled workforce and specially trained essential personnel

Ambitious flight schedule to support ISS construction needs efficient and skilled workforce

• Extenuating circumstances include pull of new Exploration Programs and other non-Aerospace markets

Top Program Risk Area: Shuttle WorkforceTop Program Risk Area: Shuttle Workforce


• Provide Retention incentives to maintain critical personnel levels through final flights

Loss of Critical Civil Service Personnel Mitigation Plan (SIRMA Risk #2984)Loss of Critical Contractor Personnel Mitigation Plan (SIRMA Risk #2983)

• Use matrixed workforce approach and other HR techniques to keep “Human Capital” experience and skills at hand

Personnel matrixed to Shuttle, Station, and Constellation in varying combinations and for differing proportions of time – based on schedule priorities

AN IMPORTANT MITIGATION APPROACH: AN IMPORTANT MITIGATION APPROACH: Launch and Implement an Launch and Implement an integrated workforce communications integrated workforce communications

strategystrategy to help retain critical employees as well as motivate to help retain critical employees as well as motivate and invigorate transitioning employees to future programsand invigorate transitioning employees to future programs

Workforce Risk Mitigation ApproachWorkforce Risk Mitigation Approach


Rationale for an Integrated Workforce Rationale for an Integrated Workforce Communications StrategyCommunications Strategy

• The creation and distribution of reinforcing messaging from various levels in the organization with consistent content and sourcing will maximize the effect (sum is greater than the parts).

• Less redundancy as pieces are designed to flow in or from one another.

• Mitigation of risk due to issues and concerns in the workforce and within leadership can be accelerated with this approach by hitting a target multiple times with the use of different media.


““BiBi--levellevel”” CommunicationsCommunications

• Offer a consistent, frequent and relevant approach to two distinct, but overlapping, audiences:

The SSP Workforce The SSP Transition community


Integrated Communications Process FlowIntegrated Communications Process Flow• Integrate messages from multiple, yet simultaneous,

sources both internal and external to the SSP organization

Communication Integration:•Analysis•Formatting•Research


Inputs:• Center Transition Leads

• TPRCB• TCB/JICB• SPO Crosscuts• HR• HQ • Workforce Feedback



Products:• Talking points• Quarterly mag. to

workforce• Website• All - Hands• Event-driven

activities• Info. Packets









• TPRCB• TCB/JICB• TMO Crosscuts• HR• HQ • Workforce Feedback








Strategic ImplementationStrategic Implementation

• Focus development of communications products and provide a framework by which their effectiveness can be measured

Top Program Risk

Goals

Objective

Products

Performance tracking

Reevaluation of strategy


Strategy OverviewStrategy Overview


Obtaining a BaselineObtaining a Baseline• Before a Communications Strategy could be developed, we needed to

understand workforce perceptions• NASA-JSC Human Resources launched a T&R Workforce Survey• Four inquiries were specific to communications

Future Opportunities: “I am worried about the type of work that will be available after my Shuttle work

ends.”Current Awareness:

“I'm uncertain about what's going on with SSP Transition and Retirement.”Personal Level of Comfort:

“I’m getting enough info on SSP Transition and Retirement, especially those aspects that affect me.”

Trusted Source of Information:“I would like to receive Space Shuttle Program Transition and Retirement

information that directly affects me from (choice) – my supervisor, Program Manager, email notes/newsletters, All Hands meetings, websites, printed newsletters, other…”

• The answers from these questions became the baseline against which success of the strategy would be measured


Workforce: Topics of CommunicationWorkforce: Topics of Communication

1. SSP Transition Focus:

Mission ExecutionPurpose:

Communication gives the employees a sense of order, ownership, that decisions are being made in a deliberate manner and that someone is looking out for their future.

Desired outcome:Workforce can remain focused on missionA sense of control of destinyContribution to the programRumor control

2. Future of Human SpaceflightFocus:

Development of New Architecture

Purpose:Communication helps the employee understand that the Vision for Space Exploration (VSE) belongs to all of us, places them in the future, explains ops concepts, lunar missions, etc. Makes CxP accessible

Desired outcome:Ability to see the “big picture”Excitement about the futureCreate a buzz

We designated two major topics :We designated two major topics :


Workforce: The SSP Transition UpdateWorkforce: The SSP Transition UpdateDATA CAPTURE CONSOLIDATE & FORMAT DISTRIBUTE

SSP Transition Update

Employee Focus:

• what is going on…

• anything about our primes…

• Where to get more information…

Upcoming Events:

• any newsworthy transitions of hardware…

•Organizational changes…

• Sent monthly to all SSP supervisors and managers for discussion at staff meetings

• Fulfills workforce request to receive information directly from a supervisor

• Helps keep the “mission execution” side of the house aware of what is happening in the transition world

Management

Meetings

Other Orgs


Workforce: SSP NewsWorkforce: SSP News

• Permanent Transition “section”introduced in Fall 2006 Issue

• Articles are a condensed version of the in-depth features found in the online version

• Quarterly releases

• Widespread electronic access

• Hardcopy distribution increased at KSC, MSFC, and SSC

http://sspweb.jsc.nasa.gov/webdata/upload/sspbull/current.pdf


Workforce: RendezvousWorkforce: Rendezvous

Top-Down Communications•Providing context for the issues related to fulfilling the Vision for Space Exploration•Developments in other programs•Budgetary challenges•Scheduling challenges•Crucial role that the SSP plays

An on-line source dedicated to relevant, timely, and strategic communication across a wide range of teams and work groups

Editorial content developed through the use of focus and brainstorm groups to produce a product that the audience sees as highly credible

Bottom-Up Communications•Developed to address concerns and issues stemming from the workforce’s perception of working within a limited time horizon•Celebrating victories of the workforce as they fly out the Shuttle manifest

http://sspweb.jsc.nasa.gov/webdata/spo/transition/rendezvous/index.cfm


T&R Team: Monthly ReportingT&R Team: Monthly Reporting

3-2-1 Reports Due Each Month from Center leads, Crosscutting Leads, HQ…• 3 milestones / activities / etc. that occurred over the past month • 2 milestones / activities / etc. planned for current month • 1 issue or concern that may be elevated to the SSP Transition Manager

• Distributed broadly

• Provides a monthlysnapshot of whateveryone is working on

• Requires short-termgoal setting

• Quick way to track progress

• Compiled for managersreview at TQPMR

• Helps identify temporaryvs. serious roadblocks

• Stimulates discussion about shared (or not) experiences acrosscenters


T&R Team: Virtual WorkspaceT&R Team: Virtual Workspace

• Created T&R SharePoint SiteCommon CalendarCommon FilesAbility to work in teams although geographically dispersedRepository for Standard Operating ProceduresFile SharingAccessible Archives


• Strategy should be managed “programmatically”T&R assigned “Horizontal” Leads and support teams for Shuttle Transition Integration Human Capital and Communications Cross-cutting FunctionsSpend as much time listening as talking; make sure you address real concerns; provide feedback inlets.

• More emphasis on communication vehicles and targets, less on messages that become OBE before release

• Merge Workforce Communications into RM approachTransition risks associated with these functions were captured and managed as part of overall Risk approach Issues Concerns Risks

• Define and implement progress indicators and measures for Human Capital/HR and Communications areas to monitor risk mitigation effectiveness

Lessons LearnedLessons Learned


SummarySummary• Communication efforts need a champion that has enough

programmatic and technical respect to bring focus to the issue if the need arises

• Bottoms-up communications can identify issues while they are small and allow for quick, proactive response (risk management vs. crisis management) Overview

Budget

Procedures

Goals

Milestones


TakeTake--Away ThoughtsAway Thoughts

• “You cannot over-communicate when you are asking your organization to change”

» Change, Change, Change: More Lessons From the Field

• “Most successful companies and corporations create a workforce that understands the mission, goals, values, and procedures of the organization”

» Internal Communication Strategies – The Neglected Strategic Element

• “Communication is an organization’s lifeblood.”» The 12 Dimensions of Strategic Internal Communication

• “Managers sometimes have a tendency to communicate about change on a “need to know” basis. However, effective change leaders recognize that almost any change will have effects on most people in an organization - No matter how removed they are from the change.”

» Leadership, Communication & Change

Futron Corporation • 1002 Gemini, Suite 225 • Houston, Texas 77058Phone 281-333-0190 • Fax 281-333-0192 • www.futron.com

Results You Can Trust

Backup SlidesBackup Slides


Sample SSP Risk Summary Report: Loss of Sample SSP Risk Summary Report: Loss of Critical Civil Service PersonnelCritical Civil Service Personnel


Sample SSP Risk Mitigation Report: Loss of Sample SSP Risk Mitigation Report: Loss of Critical Civil Service PersonnelCritical Civil Service Personnel


Sample SSP Risk Summary Report: Loss of Sample SSP Risk Summary Report: Loss of Critical Contractor PersonnelCritical Contractor Personnel


Sample SSP Risk Mitigation Report: Loss of Sample SSP Risk Mitigation Report: Loss of Critical Contractor PersonnelCritical Contractor Personnel

Ashley.edwards

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riskbased approach

continuous risk management

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