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
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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
reviews a model projecting 40-year outcomes of several investment scenarios
2008 Outcomes: • “Slow and steady” renewal strategy • Funding pending evaluation of impacts
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Project Management Challenge 2011
Step 3: Creating a Vision
95%
85%80%
LikelyVery Unsuitable
LikelyUnsuitable
LikelySuitable
LikelySuitable
LikelySuitable
Status Quo
"Similar/ Smaller"
Full Renewal
Range of Possible Futures
Confirmed Strategy
100%
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.”
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Center Master Plan:Program Management
Academy of Program / Project & Engineering Leadership
Project Management Challenge 2011
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Project Management Challenge 2011
Step 4: Communicating the Vision
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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
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Project Management Challenge 2011
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
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Project Management Challenge 2011
Step 5: Empowering Others to Act on the Vision
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”
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Project Management Challenge 2011
Step 5: Empowering Others to Act on the Vision
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
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Flexible Facilities:Project Management
Academy of Program / Project & Engineering Leadership
Project Management Challenge 2011
Academy of Program / Project & Engineering Leadership
Project Management Challenge 2011
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
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Project Management Challenge 2011
Making the Vision Visible…
ONIX, Inc.
Precision Elevator Services, Inc.
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Project Management Challenge 2011
Making the Vision Visible…
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Project Management Challenge 2011
Making the Vision Visible…
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Project Management Challenge 2011
Making the Vision Visible…
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Project Management Challenge 2011
Making the Vision Visible…
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Project Management Challenge 2011
Making the Vision Visible…
Academy of Program / Project & Engineering Leadership
Project Management Challenge 2011
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
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Clear Decisions Clarify New Directions…
Region
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Clear Decisions Clarify New Directions…
Area
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Clear Decisions Clarify New Directions…
Center
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Clear Decisions Clarify New Directions…
Core
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Clear Decisions Clarify New Directions…
Site
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Step 8:Institutionalizing New Approaches
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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
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A New Approach…
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A New Approach…
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Summary Statement
Academy of Program / Project & Engineering Leadership
Project Management Challenge 2011
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NASA Master PlanningTransforming our Centers’ Facilities
Establishing a Sense of Urgency
Forming a Powerful Guiding Coalition
Creating a Vision
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3
Communicating the Vision
Empowering Others to Act on the Vision
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5
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Planning for, Creating Short-Term Wins
Consolidating Improvements, Producing Still More Change
Institutionalizing New Approaches
Portfolio Management
Agency Facilities
Vision
AGENCY
Center Master
Plans
CENTER
Program Management
Flexible Facilities
Project Management
PROJECT
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