Washington, DC June 1, 2001

1. DRAFT eNASA Enhancing Mission Success Through Seamless, Community-focused Electronic Service Delivery PRELIMINARY DRAFT Washington, DC June 1, 2001 This document is confidential and is intended solely for the use and information of the client to whom it is addressed.

2. Table of Contents • Background • eNASA Methodology • Strategic Goals • Recommendations • Conclusions PRELIMINARY DRAFT

3. Background PRELIMINARY DRAFT

4. 93 94 95 96 97 98 99 00 01 • ODIN • Outsourced desktop and network computing services • SFOC • Consolidated Space Shuttle operations (USA) Background – NASA’s Experience Past: NASA Has Evolved With the Changing World Agency Evolutions GPRA ZBR Enterprises Established Strategic Management Framework ISO 9000 First Agency-wide Strategic Plan NIAT Operations and Infrastructure Evolutions • NACC • Consolidated data center • IFMP • Integrated accounting systems IFMP Restructures • NISN • Consolidated telecommunications resources • CSOC • Consolidated spacecraft operations

5. Background – NASA’s Experience Past: NASA Has Evolved With the Changing World Lessons learned from past experiences • Leverage appropriate core capabilities to facilitate mission success • Balance government insight and oversight • Identify and utilize synergies between services for successful consolidation • Implement effective communication and change management plans • Involve stakeholders throughout the planning and execution • Align strategic goals and objectives with appropriate measures of success

6. Leadership & Management Aging Infrastructure Evolution of Program & Project Mgmt Aging Workforce Background – Pressures for Change Present: Internal and External Pressures for Change New Administration Demands by Partners Shrinking Budgets Government Policy Technology Advances Public Expectations

7. Background – Pressures for Change Present: Internal and External Pressures for Change External Pressures Internal Pressures • New Administration is... • Customer focused • Results oriented • Market based • Partners are More Demanding • Increased ability to interact electronically • Technology Allows for Greater Improvements • Change from mainframes to pcs • Recent Government Policies Require Increased Accountability • OMB Circular A-130 on Management of Federal Information Resources - Feb 8, 1996 • IT Management Reform Act (Clinger-Cohen) - Feb 10, 1996 • Paperwork Reduction Act of 1995 • General Public Wants Results • > 225 billion hits on NASA web pages per month • NASA Budget is Not Growing • 2002 budget only 1.8% increase from 2001 • IT spending for 2002 near 2000 levels • Business Models are Evolving • Shift to customer focused environment • Move to shared services delivery • Greater consolidation of functions • Desire for anywhere, anytime availability • Leadership & Management is Changing • Next generation of leaders learning on the job • Workforce is Aging • Average NASA employee is 45 years old • 30% of NASA’s employees are eligible for regular or early retirement • Management of Projects and Programs has Evolved • More collaborative teams • Working across enterprises

8. Background Background – eNASA Future: eNASA is the Next Step in Evolution eNASA Strategic Goals • Provide customer-focused capabilities • Leverage knowledge & capabilities • Transform business processes • Implement an environment that provides • - Anywhere, anytime, availability • - Security • - Scalability Manage Infrastructure and Shared Services Deliver Community-Focused Quick Wins

9. Provide customer-focused capabilities Leverage knowledge & capabilities Transform business processes Implement an environment that provides: Anywhere, anytime, availability Security Scalability More effective use of resources Greater public understanding & support Increased ability to communicate with each other No need to reinvent the wheel Cost savings Background – eNASA Future: eNASA is the Next Step in Evolution Mission Statement eNASA is an Agency-wide strategic planning initiative sponsored by NASA’s CIO for delivering value-added electronic services & information to NASA’s key communities: Partners & Suppliers, Virtual Teams, Employees, and the Public Strategic Goals Potential Benefits

11. eNASA Methodology • eNASA Approach • Corporate Experience • Communities PRELIMINARY DRAFT

12. eNASA Team Approach & Members PRELIMINARY DRAFT eNASA Strategic Goals • Provide customer-focused capabilities • Leverage knowledge & capabilities • Transform business processes • Implement an environment that provides • - Anywhere, anytime, availability • - Security • - Scalability Manage Infrastructure and Shared Services Deliver Community-Focused Quick Wins

13. eNASA Methodology • eNASA Approach • Corporate Experience • Communities PRELIMINARY DRAFT

14. eNASA Teams – eNASA Team Approach & Members eNASA Team Members Developed an eNASA Strategy & Roadmap • Interdisciplinary Team Approach • All field Centers and many HQ offices represented on the eNASA team • Main team members supported by other established Agency teams • Leveraged insight and expertise from Agency experts • Supported by external organizations: Cisco, Gartner, and Booz·Allen & Hamilton • Benchmarked both internally and externally to identify industry best practices and leverage lessons learned • eNASA Strategy & Roadmap • Established eNASA framework and vision • Assessed current state • Benchmarked government and industry practices • Identified opportunities for improvement • Developed strategy and roadmap for: • Governance and Technology Management • Focus areas and priorities (near and long term) • Investment strategies and timelines

15. eNASA Teams – eNASA Team Approach & Members eNASA Team Members Developed an eNASA Strategy & Roadmap • HQ/AO, Andrea Norris (Team Lead) • HQ/AO, Nancy Kaplan • HQ/AS, GRC, Meg Tuma • HQ/B, Richard Brozen • HQ/B, Rosemary Gregory • HQ/F, Joe McElwee • HQ/F, Shelly Canright • HQ/H, Ken Stepka • HQ/J, Ali Montasser • HQ/M, Chris Burroughs • HQ/M, Patrick Kelly • HQ/P, Brian Dunbar • HQ/Y, Len Japngie • HQ/Y, Sharron Sample • ARC/Bob Brummett • DFRC/Maria Chacon • GRC/Steve Prahst • GSFC/Paul Hunter • GSFC/Emma Antunes • GSFC/Al Gallo • KSC/Vanessa Stromer • LaRC/Manjula Ambur • LaRC/JoAnne Rocker • MSFC/Sheila Cloud • MSFC/Terry Luttrell • MSFC/Robert McBrayer • MSFC/Patrick Rasco • JSC/Vicki Pendergrass • SSC/Gay Irby • JPL/Jeanne Holm • JPL/Jayne Dutra • Cisco/Susan Keys

16. Aerospace Technology Human Exploration Biological & Physical Research Earth Science Space Science “Enhance mission success through seamless, community-focused electronic service delivery” Partners & Suppliers Virtual Teams Employees Public Industry Universities International Government Educators Programs Projects Working Groups Communities of Practice, Interest Corporate Management Staff General Public Media Educators Space Enthusiasts Students eNASA Teams – eNASA Team Approach & Members Customer-focused Approach for Delivering Enabling Services & Technology Enabling Services & Technologies

17. eNASA Teams – eNASA Team Approach & Members Customer-focused Approach for Delivering Enabling Services & Technology A successful approach for electronic service delivery within NASA must focus on the needs of: • The Enterprises, who are responsible for the success of NASA’s programs • The various communities that NASA serves -- eNASA identified four distinct communities, based on the nature of NASA’s relationship with key constituents, organizations, and interested parties Electronic service delivery is dependent on the availability of an underlying set of capabilities; e.g., e-mail, web access, and the IT infrastructure that provides those capabilities

18. Shared Services & Corporate Services Email, Web/Portal, Knowledge capture, Collaboration & Workgroup, Document Management, Web Casting, Streaming Video, Nomadic & Mobile access Foundation Applications IFM, Legacy systems IT Infrastructure Network, Security, Desktops, Servers, Data Storage, Corporate/Agency Directory eNASA Teams – eNASA Team Approach & Members Shared & Corporate Services, Foundation Applications, and IT Infrastructure Business as Usual Will No Longer Work

19. eNASA Teams – eNASA Team Approach & Members Shared & Corporate Services, Foundation Applications, and IT Infrastructure Throughout our interchanges with corporate organizations, we realize that it is important to treat the infrastructure as a “Strategic Asset”, which comprises of three customer focused areas: • Shared Services / Corporate Services • Shared Services is a new model which is customer focused for delivering corporate support, combining and consolidating services from headquarters and Centers in to a distinct, market-efficient entity • Foundation Applications • Applications such as IFM and Legacy systems are complementary to the eNASA initiative • Each application will be able to plug into the eNASA framework • IT Infrastructure • eNASA addresses critical IT infrastructure components of the strategic asset and lays the foundation for efficient delivery of services Business as Usual Will No Longer Work

20. Corporate Experience PRELIMINARY DRAFT eNASA Strategic Goals • Provide customer-focused capabilities • Leverage knowledge & capabilities • Transform business processes • Implement an environment that provides • - Anywhere, anytime, availability • - Security • - Scalability Manage Infrastructure and Shared Services Deliver Community-Focused Quick Wins

21. eNASA Methodology • eNASA Approach • Corporate Experience • Communities PRELIMINARY DRAFT

23. Anticipated delivery cycle reduction from 36 months to 8-12 months Order processing costs reduced by 25% eNASA Teams – Corporate Experience – Industry Benefits Industry has Moved Aggressively to Achieve Benefits By reducing involvement in supply chain, Cisco has realized $75 MM annually Moved to a client-funded model for supporting IT investments and a corporate managed infrastructure CEO’s Goals for Utilizing the Net Improve Customer Satisfaction Reduce Costs Globalize Operations Foster Innovation Accelerate Speed to Market Grow Market Share 76% 67% 56% 56% 54% 44% Consolidated 155 Global Data Center into 19, Geographically specific mega centers Consolidated 31 private and separate networks to one global network Now has on-line sales greater than $12 B resulting in 10-15% savings Achieved $250 M in savings through data center consolidation and IT efficiencies by: Moving from 14 data centers to 2, consolidating 97 email servers to 4, and implementing 3 HR systems instead of 100 This table summarizes CEOs perspectives on the ability of using the Internet to achieve strategic goals. Trading process network (TPN) with procurement provides cost savings of $500M-$700M p.a. 30 % reduction in procurement labor costs; 50% reduction in purchase cycle time (1) From a survey of more than 500 CEOs and Business Leaders World-wide. Source: “Competing in the Digital Age,” Booz•Allen & Hamilton and the Economist Intelligence Unit AutoXchange, an online bazaar on which Ford will buy all its goods & services as well as share its purchasing scale with suppliers 17-28% reductions realized to date

25. eNASA Teams – Corporate Experience – Technology Advances Technology Advances Have Addressed Web-based Applications and Improved Management of IT Web-based Applications Management of IT • Moving to e-Procurement • IBM has 19,000 suppliers enabled, saving $246 million (9%) total through e-Procurement • IBM reduced order process time from 30 days to 2 days • Online Sales • Cisco has achieved $75 MM in savings by allowing customers to order through the web and removing themselves from the supply chain • Dell maintains over $2 B in on-line sales • Knowledge Management • IBM has produced $27 MM in productivity gains from its ICM/Asset Web • Cisco has moved to a Client Funded Model • More responsive to business unit needs • Projects and organizations are functionally funded but maintain an IT reporting relationship • Simplification of Services • IBM Created a separate company, IBM Global Services, to provide internal IT support • Simplified client configurations from over 100 to 4 basic configurations • Move to Shared Services • Organizations such as Allied Signal, Monsanto, and Exxon-Mobil have saved 20-30% of service operating budgets

27. eNASA Teams – Corporate Experience – eNASA & Cisco Cisco Partnered With eNASA to Help NASA Become Successful in the Internet Economy by... Sharing Best Practices Education & Workshops Benchmarking & Tools • Net Ready • IT Governance • Web Foundations • E-Learning • Workforce Optimization • Web MGMT/Publishing • Surveys • ROI Calculators • Knowledge MGMT • Portal Strategies • Corporate Services • Customer Care • Leadership • Governance • Technology • Competency • Client Funded Model

29. eNASA Teams – Corporate Experience – Cisco Achieves Benefits eNASA Teams Cisco Moved Aggressively to Achieve Benefits • Workforce Optimization • Self-service for30,000 employees • Two auditors; 2-day reimbursement for 16,000 U.S. employees • Purchasing, recruiting, stock options and other applications • $86M in annual savings • 50% reduction in voluntary employee turnover (now 3%) Supply Chain Management 65% of all orders flow straight through our system and never touch Cisco, yet we retain all responsibility for inventory control, testing integrity, and customer support By reducing involvement in supply chain, Cisco has realized $75 MM annuallyx NetworkedSupply Chain Workforce Optimization • Customer Care • 506M + savings • 25% higher customer satisfaction • Today over 81% of all support questions are answered by a quick visit to the web - It takes 1,000 engineers to answer the remaining 19%. Routine inquiry telephone calls have been reduced by as much as 75,000 calls per month. And while sales quadrupled between 1995 and 1997, our customer support call center headcount grew only 10%. Financial Impact of IBS FY 00 New World Customer Care Supply Chain $695M $506M • eCommerce • On-line sales have dramatically improved productivity for both our sales force as well as our customers. Freed from order status inquiries and routine order entry, our sales reps can now focus on building stronger customer relationships and providing better service. Step-by-step on-line configuration tools have cut the number of erroneous orders from up to 30% to virtually zero, eliminating delays and additional labor both at Cisco and the customer. • 91% of orders online • 15% productivity improvements • $65M annual savings Customer Care Workforce Optimization $86M eCommerce Internet Commerce $65M Total Impact $1.352B

31. eNASA Teams – Corporate Experience – Government Receives Benefits Government Agencies Have Moved to Achieve Benefits • US Geological Survey • One-stop shopping for jobseekers about nationwide vacancies at USGS. • Apply online, automatic qualification, rankings, and notification. • Employee qualification process reduced from 30 to 4 days • Online Automated Recruitment System • Patent and Trade Mark Office • Business 21st Century-style • Inventors file patent application electronically • Digital Certificates provides the security • With the click of a mouse • Users can do patent searches, check the status of their applicationsand pay fees • FinanceNet - National Science Foundation • Portals all agency public financial management reports and all work output for two dozen interagency groups. • Database of inventory information across all agencies on all assets held for public sale or offer. • Portal for All Government Asset Sales • Department of Education • Grantees can create and submit annual performance reports to the Department via the Internet and the data is saved directly to the Grant Administration and Payment System (GAPS). • Grantee, name, address, etc., will be pre-populated based on the information contained in GAPS. • Portal for Electronic Grants • Environment Protection Agency • Envirofacts to citizens • 44 million hits per months • Drinking Water Test by Zip Code

32. eNASA Teams – Corporate Experience – Key Principles Key Principles from Industry Key Principles Video Clip • Executive Leadership is Key to Success • Standardize to Achieve Greater Agility • Invest Completely and Execute Ruthlessly • Think Big & Execute Small • Identify the Burning Platform • Recognize That Corporate Infrastructure is a Strategic Asset Nancy Kaplan will provide a video clip

33. eNASA Teams – Corporate Experience – Key Principles Key Principles from Industry • Executive Leadership is Key to Success: Organizational leaders must be champions of the new way of doing business • Standardize to Achieve Greater Agility: Enterprise agility, the ability to quickly deploy technology solutions to business issues, cannot be achieved without the use of a leveraged, standardized infrastructure • Invest Completely and Execute Ruthlessly: When corporate investments are made, invest & execute whole-heartedly • Think Big & Execute Small: While keeping the entire investment strategy in mind, plan and execute small transitional steps • Identify the Burning Platform: Compelling arguments for integrating and Web-enabling core business processes must be championed by corporate leaders to develop buy-in from key communities • Recognize That Corporate Infrastructure is a “Strategic Asset”: Infrastructure must be managed like any other investment in an organization

34. Communities PRELIMINARY DRAFT eNASA Strategic Goals • Provide customer-focused capabilities • Leverage knowledge & capabilities • Transform business processes • Implement an environment that provides • - Anywhere, anytime, availability • - Security • - Scalability Manage Infrastructure and Shared Services Deliver Community-Focused Quick Wins

35. eNASA Methodology • eNASA Approach • Corporate Experience • Communities PRELIMINARY DRAFT

36. eNASA Teams – Communities – Partners & Suppliers Who We Talked To: Partners & Suppliers Community Award Actions • INDUSTRY • Exostar • United Space Alliance • GRANTS COMMUNITY • Natl Council of University Research Administrators • Council on Government Relations • Federal Demonstration Project • GSFC Procurement • HQ Sponsored Research Programs Office Proposal Submission Partners &Suppliers Contract Management UniversitiesIndustryInvestigatorsContractors • Data Posting • NASA Web pages • Forecasts • Opportunities • Early dialogue • NASA COMMUNITY • Project managers, GSFC • IPA Office, LaRC • Code S • Code Y • PI, IMAGE mission • PI, Fuse Mission • PI, Vegetation Lidar Mission • Chief Engineer • Chief Scientist • Interactions • with NASA • Contractual • Technical • B&P • R&D • Services

37. eNASA Teams – Communities – Partners & Suppliers Who We Talked To: Partners & Suppliers Community

38. eNASA Teams – Communities – Virtual Team Who We Talked To: Virtual Teams Community • INDUSTRY • Boeing • General Electric • Cisco • Ford • Disney • GOVERNMENT • Army Ctr for Lessons Learned • RAND Laboratories • Southwest Research Institute • Johns Hopkins Applied Physics Lab Communicate and Collaborate Access NASA Knowledge Repositories Virtual Teams & Communities Store and Maintain Documents Support to Program and Project Teams Employees General public Partners Suppliers Support Cultural Change and Adoption Enable Science and Engineering Collaboration • NASA COMMUNITY • Chief Engineer, Mars ‘03 • Project Manager, Cassini • APPL

39. eNASA Teams – Communities – Virtual Team Who We Talked To: Virtual Teams Community

40. eNASA Teams – Communities – Employees Community Who We Talked To: Employees Community Employee Self Service • INDUSTRY • Cisco • Saba • Smartforce • SAP • Southwest • Research Institute • SAP • CSC Collaborative Tools • NASA • NASA Training Officers eLearning Employees Centers Researchers Nomadic Services Scientists HQ • GOVERNMENT • GSA University • Veterans Affairs • USDA Grad School Administrative Engineers Corporate Communications • OTHER • DC Schools Administrative Services

41. eNASA Teams – Communities – Employees Community Who We Talked To: Employees Community

42. eNASA Teams – Communities – Public Community Who We Talked To: Public Community • WEB • Webmasters • DTIC • NSA • Dept of Energy • Dept of Treasury • First Gov • Web Vendors: • - iPlanet • - SAP • - Hummingbird • - eMotion • - Akamai • Search Experts • - Verity • - Autonomy • - Northern Lights • - Google • - Alta Vista • - Ask Jeeves Internet Web • MEDIA • Associated Press • NY Times • NASA News Chiefs • NASA Television Multimedia Products (video, CD) Educator Resource Ctrs Public Media Educators NASA TV Locals Students Guest Ops Science Centers General public Enthusiasts Professional Organizations Visitor Ctrs Exhibits Speakers • CUSTOMERREPS • NASA web page visitors • HQ Correspondence • STI Program • Lands End • EDUCATION • NASA Education Program

43. eNASA Teams – Communities – Public Community Who We Talked To: Public Community

45. eNASA Teams – Communities – Challenges Operational Challenges of eNASA Communities “Enhance mission success through seamless, community-focused electronic service delivery” Partners & Suppliers Virtual Teams Employees Public • Supplier purchase process • long decision making process • force suppliers to meet changing demand • difficulty meeting lead time requirements • inconsistency across geographies • Relationships • “beat” them down • not open to adapt to their selling processes • Center Centric Model • Inhibits Information sharing • Lack of collaborative environment • No consistent tools to perform tasks and share information • Lack of knowledge management and the ability to leverage work already completed • Organizational Impediments • too many levels of decision making • work/life balance issues • untapped skills • low investment in employees • Inefficient processes • hard to find info • paper intensive processes • difficult to manage • Information • hard to find • hard to get information • hard to search • NASA Centric (public needs to know how NASA operations) • Delay in receiving responses to inquires • Limited customer relationship management/feedback

46. eNASA Teams – Communities – Challenges Formulating a Vision for eNASA’s Communities Community Vision Partners and Suppliers Opportunities for Improvement and Operational Challenges Virtual Teams Employees Public

47. eNASA Teams – Communities – Virtual Team Current State Employees: Current State …This is Carol, returning your page …Sorry, I can’t help you, I don’t have any of those files with me. I’m stuck at National waiting on my flight! I did manage to find someone at HQ who has had a similar engineering problem, but we’ve already wasted three weeks on the wrong approach. I wish we could access lessons learned across the Agency! What did Mr. Goldin say this morning? I wasn’t near a conference room so I didn’t get to listen. Don’t forget we are trying to find a time when we can get all the Centers together for a meeting. I’ll have to check our travel budget. I may not be able to go…

48. eNASA Teams – Communities – Virtual Team End State Employees: Future State …I can see from your last slide that the trend is improving. I’ll e-mail this to my team right now…oh, didn’t I tell you? I’m TDY. I’m in Reagan National waiting on my flight!… Thanks for sharing your lessons learned. … I noticed on InsideNASA that Mr. Goldin is going to address employees in a few minutes via the web. I’ll check back with you after I see his webcast. Don’t forget about the Agencywide on-line meeting tomorrow – isn’t technology great!

49. eNASA Teams – Communities – Employee Community End State Virtual Teams Community: Current State • Program and project teams need to.. • Contact all or some of the project team 24/7 • Present/modify project documentation collaboratively • Perform all project coordination and approval functions virtually • Centrally access functional applications • Common tools for NASA teams mainly limited to travel, teleconferencing, email, MS Office, the Web • If a virtual team requires collaborative functions... • The workgroup is on its own to find services/tools • Some workgroups deploy their own solution(s) or use a center, program, or pilot solution • Operational readiness and support vary

50. eNASA Teams – Communities – Employee Community End State Virtual Teams Community: Future State