Rotation Perspectives– Insights and Lessons Learned

1. Rotation Perspectives– Insights and Lessons Learned December 2, 2009

2. Panel Participants • Craig Dinsmore of JSC's Engineering Directorate, served a one-year rotation to Headquarters' Office of Program Analysis and Evaluation's Strategic Investments Division • Sophia LeCour of the International Space Station Program, served as assistant to the director for JSC Director Mike Coats, then rotated to Headquarters' Office of External Relations • Matt Lemke of the Constellation Program, rotated to the Jet Propulsion Laboratory in support of the Mars Science Laboratory as part of his Space Systems Engineering Development Program experience

3. Mr. Dinsmore Goes Went to Washington

4. The Work….. • PA&E = Program Analysis and Evaluation (in the Office of the Administrator) • Responsible for: • Providing programmatic studies and analysis • Cost analysis • Program cost and schedule performance evaluation • Independent program assessment for the agency • Assembly of the NASA budget • The organization has high-level insight into everything that NASA is doing.

5. The Work….. • I was in the Strategic Investments Division • SID analyses the technical, cost and schedule performance of NASA programs and prepares decision packages for NASA management. • Assembles the NASA Strategic Plan • Assembles the Budget • Negotiates and Communicates NASA program performance goals with the Administration and Congress

6. The Work….. • Who I got to work with • Mission Directorates (SMD, ESMD, SOMD and ARMD) • Office of the Chief Engineer • Chief Financial Officer • Government Accountability Office (GAO-Congress) • Office of Management and Budget (White House) • Some really smart people…..

7. The Work….. • Mostly performed analysis on Science Mission Directorate projects. (Did you know that NASA does things other than human space flight?) • In NASA’s budget, we commit to the Congress, (the American people) what we are going to accomplish for the money that we are given. • Determined how well we adhere to our project cost and milestone schedule commitments • What we report internally to ourselves • What we report to Congress and the OMB • How we perform against the Integrated Budget and Performance Document (IBPD)

8. The Work….. • Performed Space Station Program Threats vs. Reserves analysis. • Helped to define reporting requirements and key decision point milestone definitions for NASA Project and Program Milestones per 7120.5D • Helped to define policy for project re-baselining • Helped Acquisition Policy Team

9. The Work…..

10. The Work…..

11. The Work….. • The best thing about the job – What we worked on was presented directly to NASA leadership and we were actually there when decisions were being made based on the analysis and presentations that we provided!

12. Living in Washington DC So much to do….. so little time…..

13. Benefits of the Rotation….. • A better understanding of why Headquarters does what they do and how and where many of our actions and policies originate • Appreciation for the complexity of NASA’s mission, programs, projects and processes and how they are balanced within the boundaries of the budget and the political climate • Opportunity to meet and work with a few of the really good people who work at Headquarters • Realization that work is done at Headquarters much the same way that it is here, by smart people sitting in rooms and making the best decisions that they can with the information that they have. • An opportunity to live and work in a city that makes you feel like you are part of something big

14. LeCour’s 10 Months Adventure Through Two Rotations Sophia LeCour

15. Rotations • 6-month rotation as assistant to the JSC Center Director • 4-month rotation at NASA HQ Office of External Relations (OER)

16. Duties as Assistant to the JSC Center Director • Shadowed the center director and other members of the center director's office • Provided support by working with the center director staff to ensure the director is properly briefed on upcoming meetings, events and courtesy visits • Served as liaison for the center director's office on advisory groups and fact-finding activities • Assisted in planning, coordinating, scheduling and logistics of travel for the center director • Traveled with the Center Director with the exception of Strategic Management Council (SMC) and Program Management Council (PMC). • Worked with the chief of staff to maintain the center director's daily schedule and a long-range planning calendar for the director's suite • Considered a member of the Director’s Staff. I had access to the Director’s Reading File, official correspondence from NASA HQ, and other internal documents.

17. There is a BIG world out there Most interesting learning experience of my NASA career. Learned about JSC, the Programs and the Agency Take note of the leadership and management styles of the CD and other meeting attendees Need to expand my knowledge outside my technical area – acquire tools for my tool bag Importance of Inclusion & Innovation (I&I) Keep everything in proper perspective – big picture Lessons Learned

18. NASA HQ Office of External Relations (OER) Rotation • The mission of the Office of External Relations (OER) is to provide executive leadership and coordination for all NASA international activities and partnerships and for policy interactions between NASA and other U.S. Executive Branch offices and agencies. • OER serves as the principal Agency liaison with the National Security Council, the Office of Science and Technology Policy, the Department of State, and the Department of Defense. • OER also directs NASA’s international relations; negotiates cooperative and reimbursable agreements with foreign space partners; provides management oversight and staff support of NASA’s advisory committees, commissions and panels; manages the NASA Export Control Program and foreign travel by NASA employees and manages the NASA History Division.

19. Sophia’s Activities at OER • At the request of Mr. Gerstenmaier, worked with Office of Legislative and Intergovernmental Affairs on the Questions For the Record (QFRs) by performing a consistency cross-check on the answers. • Supported the STS-124 Guest Op activity • NASA Point of Contact for the International Astronautical Federation (IAF) Special Symposium • Supported the Multilateral Coordination Board (MCB) and Heads of Agency (HOA) meetings • Attended the Center for Strategic & International Studies “Space Launch after the Shuttle” Event • Attended the Commerce, Science, and Transportation, Senate Subcommittee on Space, Aeronautics and Related Sciences (Chairman Bill Nelson) • Attended a week long Congressional Operational Seminar • Participated and volunteered at the Smithsonian Folklife Festival • Attended three embassy events

20. There is a REALLY BIG world out there Quote from Glynn Lunney “HQ is a different planet” HQ operates differently from JSC It was difficult for a short term detailee to get a real assignment due to HQ’s rigid culture Due to HQ environment and DC surroundings, bureaucracy is prevalent “Information is power” might be the nature of just being inside of the beltway Have a better understanding how HQ operates Expanded my network and enhanced working relationship (e.g., Legislative & Intergovernmental Affairs, mission directorates) Lessons Learned

21. Systems Engineering Leadership Development Program (SELDP)Jet Propulsion LaboratoryMars Science Laboratory Highlights & Thoughts Matt Lemke May contain Caltech/JPL proprietary information and be subject to U.S. Government Export Laws; U.S. recipient is responsible for compliance with all applicable U.S. export regulations. Pre-Decisional: For Planning and Discussion Purposes Only.

22. Project Overview Science Focus on Past & Present Habitability of Mars Highly Capable Analytical Laboratory Next Generation Remote Sensing & Contact Investigations Suite of Environmental Monitoring Instruments Technical Capabilities One Mars Year surface operational lifetime (669 sols/687 days) Discovery Responsive over wide range of latitudes and altitudes Precision Landing via Guided Entry Skycrane Propulsive Landing Long Distance Traverse Capability (20 km) Flexible & Robust Sample Acquisition & Processing May contain Caltech/JPL proprietary information and be subject to U.S. Government Export Laws; U.S. recipient is responsible for compliance with all applicable U.S. export regulations. Pre-Decisional: For Planning and Discussion Purposes Only.

23. MSL Spacecraft Major Elements Cruise Stage Backshell Interface Plate (BIP) Parachute Support Structure (PSS) 4.5m x 3.5m Backshell Parachute Descent Stage Bridle & Umbilical Device Rover Separations & Pyros Heatshield with MEDLI May contain Caltech/JPL proprietary information and be subject to U.S. Government Export Laws; U.S. recipient is responsible for compliance with all applicable U.S. export regulations. Pre-Decisional: For Planning and Discussion Purposes Only.

24. Entry Configuration L Backshell Interface Plate (BIP) D BACKSHELL Vent (x2) HEATSHIELD RTG Access Door V  Cruise Balance Mass and Separation Mechanisms (x2) g May contain Caltech/JPL proprietary information and be subject to U.S. Government Export Laws; U.S. recipient is responsible for compliance with all applicable U.S. export regulations. Pre-Decisional: For Planning and Discussion Purposes Only.

25. May contain Caltech/JPL proprietary information and be subject to U.S. Government Export Laws; U.S. recipient is responsible for compliance with all applicable U.S. export regulations. Pre-Decisional: For Planning and Discussion Purposes Only. Sky Crane / Flyaway Configuration Skycrane Configuration Flyaway Configuration

26. May contain Caltech/JPL proprietary information and be subject to U.S. Government Export Laws; U.S. recipient is responsible for compliance with all applicable U.S. export regulations. Pre-Decisional: For Planning and Discussion Purposes Only.

27. Stacked Spacecraft in Cruise STV Stacked Spacecraft in Acoustic Chamber May contain Caltech/JPL proprietary information and be subject to U.S. Government Export Laws; U.S. recipient is responsible for compliance with all applicable U.S. export regulations. Pre-Decisional: For Planning and Discussion Purposes Only.

28. Underside of Cruise Stage May contain Caltech/JPL proprietary information and be subject to U.S. Government Export Laws; U.S. recipient is responsible for compliance with all applicable U.S. export regulations. Pre-Decisional: For Planning and Discussion Purposes Only.

29. Descent/Rover Stage May contain Caltech/JPL proprietary information and be subject to U.S. Government Export Laws; U.S. recipient is responsible for compliance with all applicable U.S. export regulations. Pre-Decisional: For Planning and Discussion Purposes Only.

30. SELDP Rotation • Rough Start to my rotation • Days after starting the project slips to the next launch window • Project becomes focused on re-planning and reducing staff from 750+ to ~300 in six weeks • My sponsor/mentor was one of the first casualties • No time for me • Had to create my own position when I returned from Christmas • Way out of my comfort zone – great leadership learning experience • Tasks • Managed the technical issues list for the chief engineer • Gave me access to all lead engineers and a seat at the table when issues were being discussed • Participated on the fault protection red team (tiger team) • Avionics and software re-architected to meet failure tolerance requirements and testability issues • Facilitated the review of system design documents • Design is an SE function, engineers are just implementers • First significant exposure outside of the world of avionics • vehicle level and beyond considerations

31. Observations • Risk was a part of every discussion • SMA integrated into team • Project’s job was to ensure mission was successful • SMA’s job was to ensure mission didn’t fail • “Fly like you test” • Testing program constraints drove how the vehicle was operated • “Test like you Fly” • Exceptions taken very seriously, reviewed at every TRR and major review • No blanket exceptions • Life testing and testing beyond qualification • Reserve Management

32. Observations (cont) • Very quick to write Problem Reports • Must find root cause and be able to duplicate a problem before a fix is put in place • Focus is on the problem and the solution – not the paperwork • Requires CogE, line management, project management, SMA to close PFR • Institutionalized rules for project design, management, reserves, etc… • Project goes to center management for waivers to the rules • Not a big deal … but bring a sound technical story • True Matrix organization • PM wouldn’t think of making a decision until they knew line management agreed with the technical approach and risks • Upper Management very visible • Lots of all hands • Attendance at working meetings • Line management switches with project management frequently

33. Observations (cont) • What a difference a shared vision can make • Laser focus on successful mission • Everyone fully committed to the outcome • Confrontational meetings – beer afterwards • Cross cutting SE and Phase Leads • Value of technical interchange meetings • Optimizing across system boundaries • My view of this was limited – operations can play a big role

34. Q & A