NASA Strategic Project Management Handbook

NASA Strategic Management Handbook

K

O

“The Red Book”

O Strategic Planning

Performance Evaluation

B

D Performance and Implementation Planning

N

A NPG 1000.2

February 2000

H

TABLE OF CONTENTS PREFACE P.1 P.2 P.3 P.4 P.5

P u rpo rp o se . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 A p p lic a b ility . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 A u th o rity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 R e fe re n c e s . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 C a n c e lla tio n . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

CHAPTER 1—STRATEGIC 1—STRATEGIC MANAGEMENT SYSTEM 1 .1 1 .2 1 .3 1 .4

O ve rvi rvie w . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . S trat ra te g ic P la n n in g . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Im p le m e n ta tio n : P e rfo rm a n c e a n d B u d g e t P la n n in g . . . . . . . . . . . . P e rfo rm a n c e E va val lu a tio n a n d R e p o rtin g . . . . . . . . . . . . . . . . . . . . . .

5 5 6 7

CHAPTER 2—ROLES AND RESPONSIBILITIES 2 .1 2 .2 2 .3 2 .4 2 .5 2 .6 2 .7 2 .8 2 .9 2 .1 0 2 .1 1

O rga rg a n iza tio n a lO ve rvi rvie w . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 A g ency M anag em ent . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 E n te rp rise M a n a g e m e n t . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 4 F u n c tio n a lM a n a g e m e n t . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 0 C ro ss ssc c u ttin g P ro c e ss M a n a g e m e n t. . . . . . . . . . . . . . . . . . . . . . . . 2 2 M a n a g e S tra te g ic a lly. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 3 P ro vid e A e ro sp a c e P ro d u c ts an a n d C a p a b ilitie s . . . . . . . . . . . . . . . . 2 3 G e n e ra te K n o w le d g e . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 4 C o m m u n ic a te K n o w le d g e . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 4 N A S A a n d Its E m p lo ye yee e s: M u tu a lR e sp o n sib ilitie s . . . . . . . . . . . . . 2 4 O ffic e o f In sp e c to r G e n e ra l. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 4

CHAPTER 3—STRATEGIC PLANNING 3.1 3 .2 3 .3 3 .4 3 .5 3 .6

The G over overnm nm ent P er erf for orm m anc e an d R esults A ct of 199 3. . . . . . . . . N A S A S tra te g ic P la n n in g R e q u ire m e n ts . . . . . . . . . . . . . . . . . . . . N A SA’ s S tra te g ic P la n . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . E n te rp rise S tra te g ic P la n s . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . C a p ita lIn ve stm e n t P la n n in g . . . . . . . . . . . . . . . . . . . . . . . . . . . . . F u n c tio n a lO ffic e P la n n in g . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

25 25 26 26 26 28

1

S T N E T N O C F O E L B A T

CHAPTER 4—IMPLEMENTATION PLANNING 4 .1 4 .2 4 .3 4 .4 4.5 4.6 4 .7

P e rfo rm a n c e an a n d B u d g e t P la n n in g P ro c e ss . . . . . . . . . . . . . . . . . F ive -Ye a r B u d g e t P la n n in g O ve rvie w . . . . . . . . . . . . . . . . . . . . . . . P e rfo rm a n c e P la n n in g . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . D e ve vel lo p in g a n d Iss ssu u in g G u id a n c e . . . . . . . . . . . . . . . . . . . . . . . . P er erf for orm m an ance ce an and d B ud g et D ec eci ision onm m aking P roc ocess ess . . . . . . . . . . . . M anag em ent and E m p loyee Pe rfor orm m ance P lanning . . . . . . . . . . . Im p le m e n ta tio n in th e O p e ra tin g Ye a r . . . . . . . . . . . . . . . . . . . . . .

CHAPTER 5—PERFORMANCE EVALUATION

29 2 9 29 30 31 32 35 36

K P e rfo rm a n c e E va lu a tio n P ro c e ss . . . . . . . . . . . . . . . . . . . . . . . . . . 3 7 O 5.1 A gency A nn nnual ualG PR A Per Perf for orm m anc ance e Rep or ort t and O ther Exter ernal nal O 5.2 R e p o rtin g R e q u ire m e n ts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 7 B 5.3 E xte rna rna lR e vie w s . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 8 In d e p e n d e n t V a lid a tio n of o f P e rfo rm a n c e M e a su sur re s . . . . . . . . . . . . . 3 8 D 5.4 E d uc ucat ation on, , Training , an and d R ew ar ard d s in S trateg ic M an anag ag em en ent. t. . . . . 39 N 5.5 A APPENDICES H A D esig nated C enter M ission A reas and C enter ers s of E xcellence . . . . 41 T B P rin c ip a lC e n te r D e sig n a tio n s . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 3 L e a d C e n te r P ro g ra m A ssig n m e n ts . . . . . . . . . . . . . . . . . . . . . . . . 4 5 N C N A S A P o lic y D ire ct ctive s (N P D ) a nd nd N A S A P ro ro ce ce d ur ure s a nd nd E D G u id e lin e s (N P G ) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 7 ME N ationa lA er erona ona utics and S p ace A ct, as A m end ed . . . . . . . . . . . . 49 G over overnm nm ent P er erf for orm m anc e and R esults A ct of 199 3 . . . . . . . . . . . . 51 51 E F G A N A M C I G E T A R T S 2

PREFACE P.1

Purpose N A SA’ s S trat ateg eg ic M a na g em e nt S yste m e na b les the A g e nc y to est esta a b lish stra te g y, m a ke d e c isio n s, a llo c a te re so sou u rc e s, a n d m a n a g e p ro g ra m s sa fe ly, e ffe c tive ly, a n d e ffic ie n tly—in w a ys th th a t a re c o n siste n t w ith N A SA’ s str stra te g ic p la n s an a n d p e rfo rm a n c e p la n s. T h e p u rp o se o f th is d ire c tive is to d o c u m e n t th a t sy syst ste m . T h is d ire c tive in c lu d e s: a. S trat ateg eg ic p lan anni ning b . Im p lem entation c. P er erf for orm m anc e evaluat uati ion T h is d ire c tive a lso d e sc scr rib e s th e stra te g ic m a n a g e m e n t ro le s an a n d re la tio n sh ip s of of N A S A ’ s va v a rio u s or o rg a n iza tio n a l e le m e n ts, fro m th e A d m in istra to r to a ll N A S A e m p lo ye yee e s. N A S A ’ s S tra te g ic E n te rp rise ses, s, A g e n c yw id e Fu F u n c tio n a l O ffic e s, a n d C ro ssc sscu u ttin g P ro c e sse sses s are are th e fram ew or ork k for N A S A ’ s S tra te g ic M an a g em e nt S yste m .

P.2

Applicability

P.2.1

This N PG app lies to N A SA H eadq uar uart ter ers s and the N A SA C enter ers s, in c lu d in g C o m p o n e n t F a c ilitie s, a n d to th e Je Jet t P ro p u lsio n L a b o ra to ry as as p ro vid e d in th e c o n tra c t.

P.2 .2

D e sc rip tio n s o fp o lic ie s, a u th o ritie s, ro le s, a n d re sp o n sib ilitie s fo r st str ra te g ic m ana g em ent in thi this N P G sup p lem ent N P G 100 0.3, “ The N A S A O rg a n iza zat tio n .”

P.2. 2.3 3

D esc rip tio ns of A g en cycy-l leve l p o licies, p ro ce sses, p roc ed u res, an d g u id e lin e s sp e c ific to o rg a n iza tio n a l a c tivitie s a n d m o re d e ta ile d e le m en ent ts of strat ateg eg ic m an ag em en ent tar are e d oc um en ted in the N A S A d irec tives system , C e nt nter er-sp ec ific d oc u m en ta tio n, a nd the IS O 90 00 d o cu m en tatio n fo r N A S A H e a d q u a rte rs a n d C e n te rs. A d e sc scr rip tio n o fth e d ire c tive ves s system ca n b e fou n d in N P D 1 40 0 .1 , “ N A S A D irec tives S yste m ,”an d N P G 1 4 0 0 .2 , “ N A S A D ire c tive ves s S yste m P ro c e d u re s an d G u id e lin e s.”

P.3

Authority 4 2 U .S .C .2 4 7 3 (c )(1 ),S e c tio n 2 0 3 (c )(1 ),o fth e N a tio n a lA e ro n a u tic s an a nd S p ace A ct of 1958, as am end ed

3

E C A F E R P

P.4

References a. b. c.

K O O B D N A H T N E MP.5 E G A N A M C I G E T A R T S 4

d. e. f. g. h. i. j. k. l. m. n. o. p.

31 U .S .C . 11 1101 01– – 1119 11 19, , 97 9703 03– – 9704 97 04, , the G over overnm nm en ent t P er erf for orm m an ance ce and an d R esults A ct of 19 1993 93, , as am en end d ed 3 1 U .S .C . 5 0 1 – 506, 901– 9 0 3 , 3 5 1 1 , e t se seq q ., th e C h ie f F in a n c ia l O ffice rs A ct of 1 99 0, a s am a m e nd ed 40 U .S .C . 14 01 , e t seq ., th e C lin g er er-C oh en A c t o f 1 99 6 (S e ct cti ion 8 0 8 o f P u b lic L a w (P.L .) 1 0 4 -2 0 8 , re n a m in g , in p e rtin e n t p a rt, th e In fo rm a tio n Tec h n o lo g y M a n a g e m e n t R e fo rm A c t (D ivisio n E o f P.L . 104-106)) N P D 1000.1, N A S A S trateg ic P lan N PD 1080.1, N A SA G ener enerat ate K now ledg e (G (G K ) Pr Proces ocess s for P rog ra m s and an d P roje ct cts s N P G 10 1080 80. .x, G uid eline nes s for the G en ener erat ate K no now w led g e P roc ocess ess for P rog ra m s and an d P roje ct cts s N PD 1090.x, N A SA C om m unicate K now ledg e Proces Process s for P rog ra m s and an d P roje ct cts s N P G 1090.x, C om m unicating N A S A’ s K now led g e from P rog ram s a n d P ro je c ts N PG 1000.3, The N A SA O rganization N P D 1400. 1400.1, 1, N A S A D irectives S ys yst tem N P G 140 0.1, N A S A D irect ecti ives S ys yst tem P roce d ur ures es and G uid elines N P D 870 0.1, N A S A P olicy for S afety and M iss ssi ion S ucc ess N PD 7120.4, Pr Progr ogram am /Pr Proj oject M anagem ent N PG 7120.5A ,N A SA P rogr ogram am and P rojectM anagem ent Pr Proces ocess ses and R eq uirem ent ents s N P D 8730.3, N A S A Q uality M anag em ent S ystem P olicy (IS O 9000) N P D 980 0.1, N A S A O ffice of o f Insp ect ector or G ene ral P rog ram s

Cancellation N A S A S trateg ic M anag em ent H and b ook (O ctob er 1996) [S ig n e d 1 -1 9 -0 0 ] D a n ie lS . G o ld in A d m in istra to r

D ISTR IB U TIO N : N O D IS

CHAPTER 1 STRATEGIC MANAGEMENT SYSTEM 1.1

Overview

1.1.1

N A S A co consi nsists of N A S A H ea ead d q ua uar rter ers, s,nine C en ent ter ers, s,the Jet P rop ulsion L a b o ra to ry (o (o p e ra te d u n d e r c o n tra c t to N A S A b y th e C a lifo rn ia In stitu te o f Tec Te c h n o lo g y), a n d se ve ra l a n c illa ry in sta lla tio n s a n d o ffic e s in th e U n ite d S ta te s a n d a b ro a d . A s a re su sul lt o f th e A g e n c y’ s d e c e n tra lize zed d o p e ra tio n s, N A S A ’ s or o rg a n iza tio n h a s evo e vo lve d in to a tw o -tie re d st str ru c tu re of A g en encyw cyw id e m an anag ag em en ent t: (a) A g en ency cy m an anag ag em en ent t, inc ncl lud ing the A d m in istra to r, o ffic ia ls w ith in th e O ffic e o f th e A d m in istra to r, a n d F u n c tio n a l O ffic e s; a n d (b ) E n te rp rise m a n a g e m e n t, in c lu d in g E n te rp rise A sso c ia te A d m in istra to rs an a n d C e n te r D ire c to rs. T h e im p le m en tat ati ion of N A S A p ro g ram s an d ae ron au tica l an d sp ac e/ e/E E ar art th sci sc ie n c e a n d te c h n o lo g y re se sea a rc h o c c u rs p rim a rily at a t th e C e n te rs.

1 .1 .2

T h e su suc c c e ss of of N A S A ’ s m issio n s re re lie s in p a rt o n th e A g e n c y’ s fo u r “ C ro ssc sscu u ttin g P ro c e sse sses. s.”T h e se p ro c e sse sses s ar a re th e w a y w e p e rfo rm o u r m iss ssi io n .A lla c tivity w ith in N A S A is co c o n ta in e d w ith in o n e o r m o re o fth e se fo u r p ro c e sse sses: s: p ro vid e a e ro sp a c e p ro d u c ts a n d c a p a b ilitie s, g e n e ra te know kno w led g e, co m m un ica te kno w led g e, an d m an ag e strat ateg eg ica lly. P o lic ie s a n d p ro c e d u ra l g u id e lin e s g o ve ver rn in g th e se C ro ssc u ttin g P ro c e ss sse e s w illb e fo u n d in th e ir re sp e c tive N P D ’ s an a nd N P G ’ s.

1.1. 1. 1.3 3

N A SA’ s strat ateg eg ic m an ag em en t system is a set of on g oing an d int nter erlin ke d a c tivitie s th a t in c lu d e s st str ra te g ic p la n n in g , im p le m e n ta tio n a n d p er erf for orm m a nc e p la nn ing , an d p e rfor orm m a nc e e valua tion . A s show sh ow n in F ig u re s 1 – 1 and 1– 2 , th e se a c tivitie s e n a b le th e A g e n c y to to m a ke d e c isio n s a b o u t its lo n g -te rm g o a ls, n e a r-te rm a c tivitie s, a n d in sti stitu tio n a l c a p a b ilitie s th th a t a re c o n sist ste e n t w ith a c h ie vin g th e m iss ssi io n a n d o b je c tive s to w h ic h it c o m m its itse lf in its S tra te g ic P la n .

1.2

Strategic Planning S tra te g ic P la n n in g e st sta a b lish e s th th e d ire c tio n fo r a ll A g e n c y e ffo rts a n d fo rm s th e b a sis fo r stra te g ic a n d ta c tic a ld e c isio n m a kin g ,re so sou u rc e a llo c a tio n , a n d c a p ita lin ve st stm m e n t. It d o e s so s o in th e c o n te xt o f th e A g e n c y’ s visio n , m issio n , g o a ls, o b je c tive s, va lu e s, a n d p o lic ie s, a s w e lla s e ex xte rn a la n d in te rn a le n viro n m e n ts. T h e S tra te g ic P la n n in g p ro c e ss re q u ire s a lig n m e n t a m o n g N A S A ’ s S tra te g ic P la n , th e E n te rp rise S tra te g ic P la n s, p ro g ra m s, a n d in stitu tio n a lc a p a b ilitie s (se e F ig u re 1 – 2 ).

5

M E T S Y S T N E M E G A N A M C I G E T A R T S

Fig ure ure 1–1. 1–1 . S trateg ic M anag an ag e m ent en t S ystem

Strategic Planning

K O O B D N A H T N E M E G A 1.3 N A M C I G 1.4 E T A R T S 6

Performance and Implementation Planning Performance Evaluation

Imp Im pleme lement nta ation tion:: Per Perfforma ormanc nce e and and Bud Budget get Pla Plan nning ning Th e im p lem en tat The ati ion p lan ning p roc ess p rod uc es an nu al b ud g et for orm m ula tio n g u id a n c e a n d p e rfo rm a n c e p la n s to ac a c h ie ve th th e g o a ls an d o b je c tive s id e n tifie d d u rin g th e S tra te g ic P la n n in g p ro c e ss. ss . It is a c yc lic a l p ro c e ss th a t is on o n g o in g th ro u g h o u t th e d e ve vel lo p m e n t o f N A S A ’ s S tra te g ic P la n a n d E n te rp rise S tra te g ic P la n s, c a p ita lin ve vest stm m e n t p la n s, an d A g en cy b u d g et ets s and an d fo rm s the b a sis for p e rfor orm m a nc e e valua tion .

Perfo rforma rmance Evaluation and Reporti rting N A SA’ s p ro g re ss in a c h ie vin g th e o b je c tive s o f its S tra te g ic P la n is ro u tin e ly e va val lu a te d b y b o th in te rn a l a n d e xte rn a l o rg a n iza zat tio n s. T h e G ove over rnm en t P er erf for orm m an ance ce an and d R esu esul lts A ct (G P R A ) of 19 1993 93 ) req uires F e d e ra l a g e n c ie s to su s u b m it a n n u a l p e rfo rm a n c e p la n s fo llo w in g th e

Fig ure ure 1–2. 1 –2. S trateg ic M anag an ag e m ent en t E lem e nts

Agency Agency Strategic Plan 5-Year Budget (Including Long-Term Capital Investments)

Agency Performance Planning & Budget (Program Operating Plan) Guidance

Performance Plan/Budget Integration & Submittal

Admin. & Congress Approval/ Appropriation

Agency Performance Plan Functional/ Staff AA Performance Plan

Functional Leadership Initiatives/Plans

Agency Perform. Evaluation & Reports Functional Office Performance Evaluation

Enterprise Enterprise Strategic Plan

Enterprise Performance & Budget (POP) Guidance

Performance Planning & Budget Integration

Enterprise AA Perform. Evaluation

Performance Plans

Enterprise AA Performance Plans

Implementation Plans (Updates)

Performance Plans (Including Individuals)

Perform. Evaluation (Including Individuals)

Program Operating Plan Revisions

Program/ Project Manager Performance Plan

Program/ Project Perform. Evaluation & Reports

Centers Center Implementation Plans (Including Centers of Excellence, Program Lead and Support Responsibilities, Responsibilities, and Institutional Investments)

Program/ Project Proposed Program/Project Plan (Updates & New)

Employees Individual Performance Plans and Evaluations

Strategic Planning

Implementation and Performance Performance Planning

Performance Evaluation

Note: This This cycle is implemented on a regular basis, with the results and evaluation of prior-year performance serving as a starting point for strategy development activities.

tra n sm itta lto C o n g re ss o f th e P re sid e n t’ s b u d g e t. N A S A ’ s p e rfo rm a n c e re p o rt w ill re fle c t th e p e rfo rm a n c e g o a ls ag a g a in st w h ic h th e A g e n c y e xp e c ts its ef e ffe c tive ven n e ss to b e m e a su sur re d in a n y g ive ven n fisc sca a lye yea a r. 1.4.1

B ec ecau ause se investm en ent ts in resea rch an and d d evelop m en ent t ca can n yield results 5 , 1 0 , a n d 2 0 ye y e a rs in th e fu tu re , N A S A ’ s an a n n u a lp e rfo rm a n c e m e a su sur re s m ust in co rp or orat ate e m e asu res o f b o th ou tp u t an d ou tc om e , a d d re ssing a lo n g e r te rm vie w th a n fisc sca a l ye yea a r b y fi fisc sca a l ye yea a r. N A S A w ill c o n tin u e to re ly o n its in te rn a l m a n a g e m e n t c o u n c ils, its a d viso sor ry c o m m itte e s, a n d th e N a tio n a l R e se sea a rc h C o u n c il fo r a ss ssi ista n c e in e va val lu a tin g its p e rfo rm an c e ove r ext exten en d ed p er eri io d s of o f tim e .

7

M E T S Y S T N E M E G A N A M C I G E T A R T S

1 .4 .2

K O O B D N A H T N E M E G A N A M C I G E T A R T S 8

Th e p er The erf for orm m an ance ce eva eval lua uat tion p roc ocess ess al a llow s N A S A to id en ent tify pot p oten ent tial op p o rtu nities fo r im p rove ovem m e nt in p ro g ra m exe exec c utio n an and d p ro ce cess ss m a na g e m e n t a n d to e n su sur re sa saf fe ty an a n d h e a lth , e ffic ie n c y, a n d e ffe c tive ven n e ss ss. . P e rfo rm a n c e e va val lu a tio n c a n a lso yie ld in fo rm a tio n th a t m a y in d ic a te a n e e d to c h a n g e th e A g e n c y’ s lo n g -te rm stra te g ie s or o r n e a r-te rm o b je c tive ves. s. N A S A w illre p o rt p u b lic ly o on n th e re sul su lts o of f its p e rfo rm a n c e e val va lu a tio n s to th e A d m in istra tio n a n d C o n g re ss in a n a n n u a lp e rfo rm a n c e re p o rt.

CHAPTER 2 ROLES AND RESPONSIBILITIES 2.1

Organizational Overview N A SA’ s org org a n iza zat tio n a l stru c tu re en e n c o m p a sse sses s co rp o ra te , A g e n c yw id e m an anag ag em en t an d the m an ag em en ent t of N A S A ’ s S trat ateg eg ic E nt nter erp p rises. S trat ateg eg ic E nt nte e rp rise m an ag em e nt in clud e s the m an ag e m en t of N A S A ’ s C en ent ter ers s as w ell as p rog ram s and p rojec ect ts. A nu num m b er of m an anag ag em en ent t c o u n c ils an a n d b o a rd s co c o o rd in a te A g e n c y p la n n in g . N A S A ’ s or o rg a n iza zatio n a l st str ru c tu re is d isp la ye d in F ig u re 2 – 1 a n d is d e sc rib e d in g re a te r d e ta ilin N P G 1 0 0 0 .3 .

2.2

Agency Management A g en c y m an a g e m e nt is resp resp on sib le for A g en cy lea d er ershi ship , the d e velop m ent of N A S A ’ s stra te g y, a n d th e in te g ra te d m a n a g e m e n t o f th e S tra te g ic E n te rp rise ses. s. It is th th e e xte rn a l fo c a l p o in t fo r N A S A c o m m u n ic a tio n a n d a c c o u n ta b ility, se rvin g a s t th h e p rin c ip a l in te rfa c e w ith th e A d m in istra tio n , C o n g re ss, a n d o ve ver rsig h t a g e n c ie s. A g e n c y m a n a g em e n t in te g ra te s th e N A S A b u d g e t, d e te rm in e s lo n g -te rm in stitu tio n a l in ve vest stm e n t stra te g y, se set ts N A S A p o lic y an a n d sta n d a rd s, a n d e n su sur re s A g en ency cy fun unct ction onal al m an anag ag em en ent t. A g en ency cy m an anag ag em en ent t d efine nes s the S tra te g ic E n te rp rise ses s a n d is re re sp o n sib le fo r re vie w in g re q u ire m e n ts, a llo c a tin g re so sou u rc e s, a sse ssin g p e rfo rm a n c e , a n d se set ttin g in ve vest stm e n t

Fig ure ure 2–1. 2 –1. A g e ncy nc y and an d E n te rp rise M anag an ag e m ent en t S truct uc tu re Office of the Administrator

Agency Councils and Boards

Functional Offices

Enterprise and Institutional Program Office (IPO) Management

Earth Science Enterprise and IPO Goddard Space Flight Center

Aero-Space Technology Enterprise and IPO Ames Research Center Dryden Flight Research Center Glenn Research Center Langley Research Center

Human Exploration & Development of Space Enterprise and IPO Johnson Space Center Kennedy Space Center Marshall Space Flight Center Stennis Space Center

Space Science Enterprise and IPO Jet Propulsion Laboratory*

* Wherever Wherever “Jet Propulsion Laboratory” Laboratory” or “JPL” “JPL” appears in this document, document, note that the Jet Propulsion Laboratory Laboratory (JPL) is NASA-owned, but contractor-operated. contractor-operated.

9

S E I T I L I B I S N O P S E R D N A S E L O R

g o a ls ac a c ro ss th th e E n te rp rise ses. s. E xe xec c u tive m a n a g e m e n t a u th o rity fo r th e A g e n c y re sid e s w ith th e A d m in istra to r, D e p u ty A d m in istra to r, a n d A sso c ia te D e p u ty A d m in istra to r,a d vise sed d a n d su sup p p o rte d b y th e sta ffo ffic ia ls o of f th e O ffic e o f th e A d m in istra to r a n d th e se n io r-le ve lc o u n c ils a an nd b o a rd s ch c h a rte re d to p e rfo rm A g e n c yy-l le ve vel lin te g ra tio n (se see e F ig u re 2 – 2 ). 2 .2 .1

N A S A A d m inistrator T h e A d m in ist str ra to r se ser rve ves s as N A SA’ s c h ie fe xe xec c u tive o ffic e r,a c c o u n ta b le to th e P re sid e n t fo r th e le a d e rsh shi ip n e c e ss ssa a ry to a c h ie ve th e A g e n c y’ s m issio n . T h is le a d e rsh ip re q u ire s a rtic u la tin g th e A g e n c y’ s visio n , se ttin g its p ro g ra m m a tic a n d b u d g e t p rio ritie s an a n d in te rn a l p o lic ie s, a n d a ss sse e ss ssi in g A g e n c y p e rfo rm a n c e .S e n io r sta ffo ffic ia ls w ith in th e O ffic e o f th e A d m in istra to r in c lu d e th e D e p u ty A d m in istra to r, A sso c ia te D e p u ty A d m in ist str ra to r, C h ie f E n g in e e r, C h ie f In fo rm a tio n O ffic e r, a n d C h ie f S c ie n tist.

K O O B 2.2.2 S eni en ior M anag an ag em ent en t C ounc ou nci il D N A S A 's S en io r M an a g em e nt C ou n cil is cha c ha ired b y the A d m inistrat ator or N a n d c o n sist sts s of o f A ss sso o c ia te A d m in ist str ra to rs, O ffic ia lss-i in -C h a rg e o f A H e a d q u a rte rs o ffic e s, a n d C e n te r D ire c to rs. T h is c o u n c il a d vise ses s th e A d m in istra to r o n th e in st sti itu tio n a lh e a lth o f th e A g e n c y a n d th e sta tu s o f H its p ro g ra m s an a n d p la n s an a n d se ser rve ves s as a s a fo ru m fo r th e d isc scu u ssio n o f issue s affe ct cti ing A g en cy m a na g e m en t. T he c ou n cilreview s the A g en cy T a n d E n te rp rise S tra te g ic P la n s, C e n te r Im p le m e n ta tio n P la n s, a n d N F u n c tio n a l L e a d e rsh shi ip P la n s, a n d it re c o m m e n d s ap a p p ro va val l o r re d ire c E tio n b y th e A d m in ist str ra to r. M E Fig ure ure 2–2. 2 –2. A g ency en cy C ounc ou nci ils and an d B oar oa rd s G Administrator A N A M C I G E T A R T S 10 Senior Management Council

Capital Investment Council

Program Management Council

Space Transportation Council

Information Technology Security Council

CIO Medical Representatives Policy Board Board

Science Council

Occupational Health and Safety Board

Technology Leadership Council

Facilities Review Board

Engineering Management Council

Environmental Management Board

EEO Board

Space Operations Management Council

Administrative Issues Board

Information Technology Investment Council

Chief Financial Officer Council

Agency Space Flight Station Assignment Performance Review Utilization Board Board Board

2 .2 .3

P rogr og ram M anagem anag em ent C ouncil(P M C ) T h e P M C re vie w s th e re re a d in e ss of o f p ro g ra m s in fo fo rm u la tio n to to p ro c e e d to im p le m e n ta tio n a c c o rd in g to c rite ria e st sta a b lish e d th ro u g h th e a p p ro va val l p ro c e ss. T h e P M C w ill a lso re vie w th e im p le m e n ta tio n o f sel se le c te d E n te rp rise p ro g ra m s a n d p ro je c ts, a s d e fin e d in th e P ro g ra m C o m m itm e n t A g re e m e n t, a n d fu n c tio n a l in itia tive ves s re re fe rre d to it b y th th e C ap ital In vest vestm m en t C o un c il a nd re q uiring P rog ra m C om m itm e nt A g ree eem m en ent ts.Th The e revi review of som e p rog ram s m ay b e d eleg ated to C en ent ter P ro g ram M a na g e m en tC ou nc ils.T he P M C ’ s fo rm alreview p roc ess eval e valu a te s c o st, sc sch h e d u le , te c h n ic a l c o n te n t, p e rfo rm a n c e , a n d sa saf fe ty to to ensur en sure e tha hat t N A S A m ee eet ts its p rog ram m atic co com m m itm en ent ts.

2 .2 .4

C ap ita lInvest ve stm e nt C ou nc il(C IC )

2.2. 2. 2.4. 4.1 1

Th e C IC exa The exam m ine s A g en encyw cyw id e c ap ital inve nvest stm en ts an d p olicy issue ssues. s. T h is in c lu d e s th e b a la n c e am a m o n g E n te rp rise p ro g ra m in ve vest stm e n ts, c ro ss ssc c u ttin g te c h n o lo g y in ve vest stm m e n ts, a n d in st sti itu tio n a lin ve vest stm m e n ts. T h e C IC e n su sur re s an a n A g e n c y p e rsp e c tive fo r a llla rg e , lo n g -te rm in ve vest stm e n ts th a t e n a b le th e A g e n c y an a n d th e S tra te g ic E n te rp rise ses s to e xe xec c u te th e ir p ro g ra m s. In ve vest stm e n t a re a s in c lu d e : a . F a c ilitie s b. Env Envi iron onm m entalM ana anagem gem ent c. Infor orm m ation Tech nolog y d . S ci c ie n c e e . Te ch ch no no lo g y f. H u m a n R e so so u rc e s g . S afety and O ccu p ationa lH ealth h. O ther d esig nat nated ed investm ent ents s

2 .2 .4 .2

T h e C IC is th e p rin c ip a l ad a d viso sor ry g ro u p to th e A d m in istra to r in re re so sol lvin g issu e s, p rio ritizin g a c tivitie s (c a p ita lin ve stm e n ts, F u n c tio n a lO ffic e in itia tive ves, s, a n d p ro g ra m s) s), , a n d b a la n c in g re so sou u rc e s am a m o n g th e S tra te g ic E n te rp rise s. T h e C IC ’ sa ad d vic e to th e A d m in istra to r is a sig n ific a n te le m e n t o f th e A g e n c y’ s d e ta ile d im p le m e n ta tio n p la n n in g p ro c e ss a n d d u rin g the b ud g et d eve evel lop m en ent t p roc ocess. ess. Th The e cou c ounc nci ilreso esol lves or o r rec ecom om m en end ds o p tio n s to th e A d m in istra to r o n issu e s am a m o n g th e E n te rp rise ses, s, F u n c tio n a l O ffic e s, a n d C e n te rs, o r c o m b in a tio n s th e re o f,in te rm s of o fA g e n c y in ve vest stm e n t in a ss sse e ts or o r fu n c tio n a lc a p a b ilitie s. T h e c o u n c ila lso re vie w s m a jo r F u n c tio n a l O ffic e in itia tive ves s a n d re vie w s a n d re c o m m e n d s b u d g e t g u id a n c e in itia tin g e a c h an a n n u a l b u d g e t c yc ycl le . W h e n th th e se re vie w s ar a re re q u ire d , th e c o u n c il w ill c o n sid e r, a m o n g o th e r c rite ria , th e c u m u la tive e ffe c t a p ro p o se sed d in itia tive w ill h a ve o n A g e n c y re re so sou u rc e s. T h e A d m in istr stra tive Issu ss u e s B o a rd p ro vid e s s su u p p o rt fo r th is r re e vie w a c tivity.

2 .2 .4 .3

S ig n ific a n t a u g m e n ta tio n o f a C e n te r o f E xc xce e lle n c e fa c ility, h u m a n re so sou u rc e le ve vel ls an a n d skill m ix, a n d p ro p o sa sal ls to c h a n g e o r d e sig n a te n e w C e n te rs of o f E xc xce e lle n c e a re a ll A g e n c y in ve vest stm e n t d e c isio n s, o n w hic h th e C IC m ake s fo rm al re co m m en d a tio ns to the A d m inistrat ator or.

11


2 .2 .5

O ther C ou ncils of o f the O ffice o f the A d m inistrator T h e A d m in istra to r a lso h a s c h a rte re d th e fo llo w in g c o u n c ils, w h ic h a re c h a ire d b y in d ivid u a ls fr fro m th e O ffic e o f th e A d m in ist str ra to r o r th e C h ie f F in a n c ia lO ffic e r (C F O ).

2.2.5.1

S cience C ouncil

2.2.5.1.1 T h e S c ie n c e C o u n c il, c h a ire d b y th e C h ie f S c ie n tist, c o o rd in a te s N A SA’ s sc sci ie n c e a c tivitie s, p ro m o te s p u b lic c o m m u n ic a tio n , a n d e n su sur re s th e q u a lity of o f th e A g e n c y’ s sc s c ie n c e p ro g ra m . T h is co c o u n c il a d vise ses s th e A d m in istra to r o n a ll a sp e c ts of o f sc sci ie n c e re la te d to N A S A ’ s flig h t a n d g ro u n d p ro g ra m s.

K O 2.2.5.1.2 The S cience C ouncilse ser rve ves s as a s a fo ru m fo rre vie w in g A g e n c y p o lic ie s,p ra c O tic e s, a n d issu ssu e s a as s th e y r re e la te to sci sc ie n c e a c tivitie s; c o m m u n ic a tin g a n d d iscu sc u ssi ssin g in te rd isci sc ip lin a ry sc sc ie n c e g o a ls an a n d th e n a tio n a la n d in te rn a tio n B a lp o lic ie s th a tg u id e th e ir d e vel ve lo p m e n t;a n d in te g ra tin g sci sc ie n c e p la n s.T h e D c o u n c il a lso p a rtic ip a te s in th e A g e n c y’ s p pr ro c e ss of o f d e vel ve lo p in g re c o m m e n d a tio n s fo r A g e n c y-l y-le vel ve l sci sc ie n c e p rio ritie s a an n d b u d g e ts. It sha sh a re s N in fo rm a tio n a b o u t o p e ra tio n a l a re a s of o f th e A g e n c y’ s S tra te g ic E n te rp rises se s A a s th e y re re la te to th e q u a lity an a n d c o n te n t o f th e sc sci ie n c e p ro g ra m . H 2.2.5.2 Tec echn hnol olog y Le Lead ad er ershi ship C ou ounc nci il T T h e Tec Te c h n o lo g y Le a d e rsh shi ip C o u n c il, c h a ire d b y th e A sso ssoc c ia te N A d m in istra to r fo r A e ro -S p a c e Te Tec c h n o lo g y, a d vise ses s th e A d m in istra to r o n E a ll m a te ria l a sp e c ts of o f te c h n o lo g y re re la te d to N A S A ’ s flig h t a n d g ro u n d p ro g ra m s. It c o o rd in a te s N A S A ’ s te c h n o lo g y a c tivitie s, in c lu d in g M ad van vance ce d rese esear arch ch an d d eve evel lop m en t, ac ross E nt nter erp p rises an d p ro E m ot otes es p ub lic c om m un ica tion o f N A S A ’ s tec h no lo g y p rog ra m s. T he Tech Tec h n o lo g y Le L e a d e rsh shi ip C o u n c il a lso se ser rve ves s as a s a fo ru m fo r re vie w in g G A g e n c y p o lic ie s, p ra c tic e s, a n d issu e s a s th th e y re re la te to te c h n o lo g y A a c tivitie s, c o m m u n ic a tin g a n d d isc scu u ssin g te c h n o lo g y g o a ls an a n d th e n a tio n a lp o lic ie s th a t g u id e th e ir d e ve vel lo p m e n t, a n d in te g ra tin g te c h n o l N o g y p la n s. T h e c o u n c il p a rtic ip a te s in th e A g e n c y’ s p ro c e ss o f d e ve vel l A o p in g re c o m m e n d a tio n s fo r te c h n o lo g y p rio ritie s ac a c ro ss E n te rp rise b ud g e ts fo r tec h no lo g y an d sup p o rts the C IC w ith rec rec om m e nd a tio ns for for M C e n te r o f E xc xce e lle n c e d e sig n a tio n . C 2.2.5.3 E ng ineer neeri ing M anag em ent C ouncil I G Th e E ng ine er eri in g M an ag em e nt C o un c il, c ha ired b y th e C h ief E ng ine er, is a fo ru m fo r a sse ssessi ssin g a n d im p ro vin g A g e n c y en e n g in e e rin g p ra c tic e s, E p o lic ie s, tra in in g a n d c e rtific a tio n st sta a n d a rd s, p ro c e d u re s, a n d c a p a b ili T tie s. W h e n re q u e ste d b y th e c h a ir o fth e P M C o r th e C h ie f E n g in e e r,th is A c o u n c il c o n d u c ts or o r su sup p p o rts in d e p e n d e n t te c h n ic a l re vie w s of of N A S A p ro g ram s an d tec h no log y/a d van c ed d eve lop m en t ac tivitie s. R T S 12

2.2.5.4

S p ac ace e O p er erat ation ons s C ou ounc nci il T h e S p a c e O p e ra tio n s C o u n c il,c h a ire d b y th e C h ie fE n g in e e r,se ser rve ves s as as a fo ru m fo r asse ssin g a n d im p ro vin g A g e n c y sp a c e o p e ra tio ns p o lic ie s, p ra c tic e s, sta n d a rd s, p ro c e d u re s, a n d c a p a b ilitie s, w h ile p ro vid in g A g e n c yw id e p o lic y g u id a n c e fo r a c tivitie s asso a ssoc c ia te d w ith N A S A o p e ra tio n s.T h is co c o u n c ila lso p ro vid e s p o lic y g u id a n c e a n d re c o m m e n d s issu ssue e re so sol lu tio n to th e N A S A sp a c e o p e ra tio n s m a n a g e m en t or org g an izat zati io n th at p ro vid e s op o p e ra tio n a lm iss ssi io n su sup p p o rt to a llN A S A E n te rp rise ses. s.

2.2. 2. 2.5. 5.5 5

S p ac e Tran Tran sp spor ort tat ati ion C ou nc il T h e S p a c e Tra n sp o rta tio n C o u n c il, c h a ire d b y th e C h ie f E n g in e e r, a d vise ses s th e A d m in istra to r a n d c o o rd in a te s al a ll a sp e c ts of o f sp a c e tra n sp o rta tio n in ve vest stm m e n ts re re la te d to N A S A ’ s flig h t a n d g ro u n d te c h n o lo g y p ro g ra m s. T h e c o u n c ilse ser rve ves s as a s a fo ru m fo r e sta b lish shi in g a n d re vie w in g A g e n c y an a n d in te ra g e n c y p o lic ie s, p ra c tic e s, a n d iss ssu u e s re re la te d to sp a c e tra n sp o rta tio n re q u ire m e n ts an a n d te c h n o lo g y d e ve vel lo p m e n t. T h e c o u n c il a lso d e fin e s an a n in ve vest stm e n t p la n n e c e ssa ssar ry fo r sp a c e tra n sp or ort tat ati ion te ch n olog y d eve lo p m en t an d system u p g rad es a nd p ar art ticip at ates es in the A g en cy p ro ce ss of o f d eve lo p ing rec om m e nd a tio ns for tran sp o rta tio n te c h n o lo g y p rio ritie s an a n d a d va van n c e d d e ve vel lo p m e n t p ro g ra m s a c ro ss th e in d ivid u a lE n te rp rise s.

2.2. 2. 2.5. 5.6 6

In fo rm at ati ion Te ch n olo g y Inve stm e nt C ou nc il T h e In fo rm a tio n Tec Tech h n o lo g y In ve vest stm e n t C o u n c il, c h a ire d b y th e C h ie f In fo rm a tio n O ffic e r, is r re e sp o n sib le fo r e sta sta b lishi sh in g A g e n c y-l y-le ve lin fo rm a tio n te c h n o lo g y p o lic ie s, p la n s, a n d sta n d a rd s. T h is co c o u n c il a p p ro ve ves s N A SA’ s in fo rm a tio n te c h n o lo g y p la n s an a n d c o n d u c ts re re vie w s of o fp ro p o se sed d m a jo r in fo rm a tio n te c h n o lo g y in ve vest stm e n ts re re q u ire d to a c c o m p lish th e se p la n s. T h e c o u n c il a lso se ser rve ves s as a s th e su sup p p o rtin g p a n e l fo r in fo rm a tio n tec echn hn olog y and a nd p rovid es rec ecom om m en d at ati ion s on o n p rop ose osed d inf nfor orm m at ati ion te c h n o lo g y in ve vest stm e n ts to to th e C IC . W ith th e su sup p p o rt o f th is c o u n c il, th e C h ie f In fo rm a tio n O ffic e r p ro vid e s le a d e rsh ip a n d a d vic e to th e A d m in istr stra to r a n d o th e r se n io r o ffic ia ls fo r in fo rm a tio n te c h n o lo g y p la n s, p o lic ie s, a n d sta n d a rd s, a s w e lla s fo r a ss sse e ss ssi in g re tu rn s on o n in fo rm a tio n te c h n o lo g y in ve vest stm e n ts in te rm s of o f m issio n o u tc o m e s or o r su sup p p o rt.

2 .2 .5 .7

In fo rm a tio n Tec Tech h n o lo g y S e c u rity (IT S ) C o u n c il T h e IT S C o u n c il, c o -c h a ire d b y th e C h ie f In fo rm a tio n O ffic e r a n d th e C h ie f In fra st str ru c tu re A ss ssu u ra n c e O ffic e r (c u rre n tly th th e A ss sso o c ia te A d m in istra to r fo r M a n a g e m e n t S yst yste e m s) s), , is re re sp o n sib le fo r th e c o o rd in a tio n o f A g e n c y u n c la ss ssi ifie d a n d c la ss ssi ifie d IT S e ffo rts. W ith th e su sup pp o rt o f th is c o u n c il, th e C h ie f In fo rm a tio n O ffic e r a n d th e A ss sso o c ia te A d m in istra to r for M a na g e m en t S ystem s p ro vid e sup p or ort t a nd ad vice to th e A d m in istr stra to r a n d o th e r se n io r o ffic ia ls fo r IT S .

13


2 .2 .5 .8

C h ie f F in a n c ia lO ffic e r C o u n c il T h e C h ie fF in a n c ia lO ffic e r C o u n c il,c h a ire d b y th e C F O ,is re re sp o n sib le fo r im p ro vin g fina nan n cial a nd re sou sour rce m an ana a g e m e nt, stren eng g th e nin g c om m u nic a tio n s,im p ro vin g c o o rd in a tio n ,a n d p ro m o tin g p ro fe ssio n a ld e ve vel lo p m e n t. T h e c o u n c ila d vise ses s an a n d c o o rd in a te s th e a c tivitie s of o f th e A g e n c y on o n su suc ch m atte rs as a s th e d e velop m e nt an and d im p le m en ent ta tio n of fin an anc c ia l a n d b ud g e t syst sys te m s, th e im p ro ve vem m e n t o f th e q u a lity o f fin a n c ia l a n d re so sou u rc e s in fo rm a tio n , fin a n c ia l d a ta a n d in fo rm a tio n sta n d a rd s, m a n a g e m e n t c o n tro ls, p ro fe ssi ssio n a ld e vel ve lo p m e n t sta n d a rd s, a n d a n y o ot th e r m a tte rs th a t w illfa c ilita te fin a n c ia la n d re so sou u rc e s m a n a g e m e n t e xc xce e lle n c e .

K 2.2.6 O O B D N A H T N E M E G 2.3 A N A M C 2.3.1 I 2 .3 .1 .1 G E T A R T S 14

Interna ernal lS eni en ior M anag an ag em ent en t B oar oa rd s To coo c oor rd ina te a nd sup p or ort t A g en cyw id e m an ag em en ent t in cer c ert tain key ke y are ar e as, N A S A ha s estab lishe d int nter erna na l S e nior M an ag em e nt B oa rd s, w h ic h a re c h a ire d b y o n e o f N A S A ’ s A sso c ia te A d m in istra to rs o r, in sel se le c te d c a se ses, s, b y a d e sig n a te d se sen n io r A g e n c y of o ffic ia l. T h e se b o a rd s in c lu d e , b u t a re n o t lim ite d to : a. A d m inistrat ati ive Issue Issues s B oa rd b. A gency Per Perf for orm m ance R ev evi iew B oard c . C h ie f In fo rm a tio n O ffic e r R e p re se sen n ta tive ves s B o a rd d. Environm entalM anagem ent B oard e. E q ual E m p loym ent O p p or ort tunity B oar oard d f. Fa cilities R eview B oa rd g . F lig h t A ssig n m e n t B o a rd h. Integ rated Finan cial M ana g em ent B oar oard d i. M ed ical P olicy B oar oard d j. O cc ccup up ation onal al H ea eal lth an and d S afety E xecu tive B oa oar rd k. S p a c e S ta tio n U tiliza zat tio n B o a rd

Enterprise Ma Management N A S A h a s est e sta b lish she e d th e fo u r S tra te g ic E n te rp rise ses s to to fu n c tio n in p rim a ry b u sin e ss ar a re a s fo r im p le m e n tin g N A S A ’ s m issio n a n d se ser rvin g c u sto m e rs. E a c h E n te rp rise h a s a u n iq u e se set t o f stra te g ic g o a ls, o b je c tive ves, s, a n d im p le m e n tin g stra te g ie s th th a t a d d re ss th e re q u ire m e n ts o f th e A g e n c y’ s p rim a ry cu c u sto m e rs. E nterp rise A sso sso cia te A d m inistrato rs/Institu tio nalP rog ra m O ffice rs T h e E n te rp rise A sso c ia te A d m in istra to rs ar a re a c c o u n ta b le fo r d e live ver rin g p ro g ra m re su sul lts to th e N A S A A d m in istra to r. A s suc su c h , th e y se rve a s th e ste st e w a rd s, a d vo c a te s, a n d c h ie f e xe c u tive s of o f th e ir re sp e c tive E n te rp rise s, se ttin g E n te rp rise p rio ritie s a n d stra te g ie s fo fo r a c h ie vin g th e m . In a d d itio n , th e S tra te g ic E n te rp rise s p ro vid e p ro g ra m d e fin itio n (re q u ire m e n ts, o p p o rtu n itie s fo r c ro ss ss-p ro g ra m e ffic ie n c y, a n d sy syn n e rg y) y). . T h e y a re re sp o n sib le fo r th e sa saf fe ty a n d h u m a n h e a lth o f th e ir

E n te rp rise ’ sa ac c tivitie s, in te g ra te d E n te rp rise b u d g e t d e ve lo p m e n t, p ro g ra m re so sou u rc e a llo c a tio n , p e rfo rm a n c e a sse ssessm ssm e n t, p o lic ie s an a n d sta n d a rd s, a n d th e im p le m e n ta tio n o f N A S A p o lic ie s. 2 .3 .1 .2

T h e E n te rp rise A ss sso o c ia te A d m in ist str ra to r is th e se n io r o ffic ia l in th e E n te rp rise w ith p rin c ip a l re sp o n sib ility f fo o r d e ve lo p in g lo n g -te rm stra te g y an a n d e n su sur rin g th a t th e n e c e ssa ssar ry ca c a p a b ilitie s ar a re in p la c e to m e e t b o th th e n e a r-te rm p ro g ra m o b je c tive ves s an a n d th e lo n g e r te rm g o a ls.

2 .3 .1 .3

A s th e E n te rp rise le a d e r, th e A sso ssoc c ia te A d m in istra to r d e te rm in e s w h a t th e E n te rp rise d o e s an a n d w h y, w ith a sp e c ific fo c u s on o n th e re q u ire m e n ts o f e xt xte e rn a l c u st sto o m e rs. In th is c o n te xt xt, , th e E n te rp rise A ss sso o c ia te A d m in ist str ra to rs a re re sp o n sib le fo r: a . D e ve vel lo p in g E n te rp rise stra te g y, p o lic y, a n d sta n d a rd s th a t fu lfillth e A g e n c y’ s g o a ls a n d o b je c tive ves s b . Fo rm ulat ati ing p rog ram req uirem en ts and ob jec ect tives c. P rovid ing ad voc a cy for for the E n te rp rise d . P ro vid in g e xte rn a l/c u sto m e r in te rfa c e s e . A llo c a tin g re so sou u rc e s fo r th e fu ll c o st o f e a c h p ro g ra m , in c lu d in g p e rso n n e l a n d fa c ilitie s, w ith in th e c o n te xt o f A g e n c y st str ra te g ic d e te rm in a tio n s f. A sses ess sing pr progr ogram am per perf for orm m ance g . S elec ting p rojec ts h. S er ervi ving as the N A S A “ int nter erna na lcu stom er er” ” i. M aking Le Lead ad C e nter a ssig nm en ent ts for the A d m inistrator or’ ’ s ap a p p rova oval l j. O ver versee seei ing E nt nter erp p rise ed uc at ati ion an and d p ub lic ou trea ch k. C oo oor rd ina ting int nter erac ac tion s b et etw w ee een n the O ffice of M an ag em en t an d B ud g et and N A S A ’ s O ffic e o f th e C h ie f F in a n c ia lO ffic e r l. C oo rd ina tin g int nter erac ac tio ns b et etw w ee n C on g ress a n d N A S A ’ s O ffice of L e g isla tive A ffa irs m . C o o rd in a tin g a ll in te rn a tio n a l p a rtn e rsh shi ip a rra n g e m e n ts w ith th e O ffic e o f E xte xte rn a lR e la tio n s

2 .3 .1 .4

T h e A sso ssoc c ia te A d m in istra to rs fo r S p a c e S c ie n c e , E a rth S c ie n c e , a n d L ife a n d M ic ro g ra vity S c ie n c e s an a n d A p p lic a tio n s ha h a ve o ve ver rsig h t o f N A SA’ s sc sci ie n tific re se sea a rc h p ro g ra m s. T h e se A ss sso o c ia te A d m in istra to rs’ re sp o n sib ilitie s in sc ie n c e re se a rc h in c lu d e st str ra te g ic p la n n in g , im p le m e n ta tio n a n d p e rfo rm a n c e p la n n in g , th e se sel le c tio n o f m issio n s an and in ve st sti ig a tio n s, a n d th e o n g o in g e va lu a tio n o f re se a rc h a c tivitie s. T h e A ss sso o c ia te A d m in ist str ra to r fo r L ife a n d M ic ro g ra vity S c ie n c e s an and A p p lic a tio n s is a lso re sp o n sib le fo r a ll A g e n c y h e a lth a c tivitie s. E n te rp rise A ss sso o c ia te A d m in istra to rs ar a re re sp o n sib le fo r m a n a g in g p ro g ra m in itia tio n , fo rm u la tio n a n d in te g ra tio n , sc sci ie n c e m a n a g e m e n t, a n d p rog ram ove over rsig ht an d p er erf for orm m an ce asse assessm ssm en t. Th e C en ent ter ers s are are re sp o n sib le fo r p ro g ra m im p le m e n ta tio n o n b e h a lf o f th e ir re sp e c tive E n te rp rise A ss sso o c ia te A d m in ist str ra to r (se e F ig u re 2 – 3 ).

15


Fig ure 2–3 2 –3. . S cien ce M an ag e m ent R oles and an d R espo sp on sib ilities Roles and Responsibilities

Strategy

Implementation

Evaluation

Chief Scientist

• Science Policy Policy Development Development

• Consult Consult on on Science Science Enterprises’ Enterprises’ Planning, Programs, and Budgets

Enterprise Associate Administrator

• Develop Enterprise Strategy • Develop Develop Science Science Plan Plan • Establish Establish Program Program Requirements • External External Advocacy Advocacy • External External Coordinatio Coordination n

• Advisory Committee Interface • Assess Assess Comp Complia liance nce and and • Cross-Enterprise/Agency Performance Against Strategic Plan Coordination • Integr Integrate ate Researc Research h Results Results • Allocate Research/Program Research/Program Budgets • Progra Program m Asses Assessme sment nt • Establish Science Priorities • Develop Research Campaigns • Select Research/Mission Proposals • Oversee International Partnering Partnering

Center Scientist

• Contrib Contribute ute to Scie Science nce Plan Plan Development

• Develop Develop Project Project Science Science Plans Plans with with the Science Community • Support External External Investigat Investigations ions • Project Project Scientist Scientist Management Management • Conduct Conduct Successfully Successfully Proposed Proposed Research

• Support Program Program Evaluation

• Support Support Progra Program m Definit Definition ion • Assess Technology echnology Readiness Readiness

• • • •

• Support Program Program Evaluation

K O O B D 2.3.1.5 N A H T N E M E G A 2.3.1.6 N A M C I G E T A R T S 16

Lead Center*/ Program Manager

Develop Develop Mission Mission Alternati Alternatives ves Manage Man age Progra Program m Plannin Planning g Establish Establish Project Project Structure Structure Manage Man age Execu Executio tion n

• Assess Assess Effectiv Effectiveness eness of of Policies Policies and Integrated Science Results

* When required for enabling enabling technology programs programs and flight and ground system development development programs programs

Note:

Bold type reflects primary management responsibilities.

W h e n a S tra te g ic E n te rp rise c o n sists of o f m u ltip le H e a d q u a rte rs or o rg a n izat za tio n s, a L e a d A sso c ia te A d m in istra to r is ap a p p o in te d w h o is re re sp o n sib le fo r se set ttin g p o lic y a n d re q u ire m e n ts g u id a n c e fo r th a tE n te rp rise se. .T h e A sso c ia te A d m in istra to r fo r S p a c e F lig h t is th th e L e a d A ss sso o c ia te A d m in istra to r fo r the H um an E xp lor ora a tio n an d D e velop m en t of S p a ce (H E D S ) E n te rp rise a n d is re sp o n sib le fo fo r a n in te g ra te d h u m a n e xp lo ra tio n a n d d e ve vel lo p m e n t o f sp a c e stra te g y. T h e A sso ssoc c ia te A d m in istra to r fo r L ife a n d M ic ro g ra vity S c ie n c e s an a n d A p p lic a tio n s re re p o rts to th e N A S A A d m in istra tor an d is a key ke y m e m b er o f the H E D S E n te rp rise. In th is in st sta a n c e ,th e A ss sso o c ia te A d m in ist str ra to r is no n o ta n E n te rp rise A ss sso o c ia te A d m in istr stra to r, b u t h a s th e fu llre sp o n sib ilitie s o f a n E n te rp rise A sso c ia te A d m in ist str ra to r fo r p ro g ra m m a tic a c tivitie s in th e a re a s o f life sc ie n c e s, a g e n c y h e a lth a c tivitie s, m ic ro g ra vity sc s c ie n c e s, a n d a sso c ia te d sp a c e p rod uc uct t an and d co com m m er erci cial d evelop m en ent t. To e n su sur re a lig n m e n tb e tw e e n p ro g ra m s an a n d in stitu tio n a lc a p a b ilitie s, th e A d m in ist str ra to r w ill n o rm a lly d e sig n a te th e E n te rp rise A ss sso o c ia te A d m in istr stra to r fo r th e p re d o m in a n t a c tivity a at t e a c h C e n te r th a t C e n te r’ s In stitu tio n a l P ro g ra m O ffic e r. A s a n In stitu tio n a l P ro g ra m O ffic e r, th e A ss sso o c ia te A d m in istra to r is re sp o n sib le fo r e n su sur rin g th a t th e C e n te r h a s th e c a p a b ility to m e e t its p ro g ra m m a tic a n d fu n c tio n a lc o m m itm e n ts, a s w e lla s lo n g -te rm m iss ssi io n re sp o n sib ilitie s, in a sa saf fe a n d e ffe c tive m a n n e r. T h e In stitu tio n a lP ro g ra m O ffic e r/A ss sso o c ia te A d m in istra to r is a lso re sp o n sib le fo r im p le m e n ta tio n , c o n fo rm a n c e , a n d th e a ssu ssur ra n c e o f sa saf fe a n d e ffic ie n t fu n c tio n a lo p e ra tio n s. E n te rp rise A sso ss o c ia te A d m in istr stra to rs se rvin g a s In stitu tio n a l P ro g ra m O ffic e rs m u st h a ve a b ro a d e r p e rsp e c tive th a n th e ir in d ivid u a lS tra te g ic E n te rp rise ses. s. In th is m a n a g e m e n t c a p a c ity, th e In sti stitu tio n a lP ro g ra m O ffic e r w o rks w ith th e C e n te rs, o th e r E n te rp rise A ss sso o c ia te A d m in istra to rs, a n d F u n c tio n a lO ffic e s to :

a.

P rovid e sa fe an d h ea lthf hful ul w or orkp kp lac es a nd en viron m en ta lly sou n d w or ork k p roc ocesses esses b . P la n lo n g -te rm in stitu tio n a lst str ra te g ie s c . D e te rm in e in stitu tio n a la n d in fra stru c tu re in ve vest stm e n t re q u ire m e n ts d . P u rsu sue e in te g ra tio n a n d syn syne e rg ie s, c ro ssc sscu u ttin g stra te g ie s, a n d in ve vest stm e n ts ac a c ro ss m u ltip le C e n te rs e. A p p rove institut uti ion al b ud g et ets s p rop ose osed d b y the C en ter f. D e ve vel lo p a lo n g -te rm in stitu tio n a lin ve vest stm e n t stra te g y g . D et eter erm m in e m ajor a d just ustm m e nt nts s to and trad eo ffs a m on g the p rog ram s a n d in stitu tio n s w ith in o ve ra llb u d g e t a va ila b ility h. A ssess the p er erf for orm m an ce of the C en ter in m ee eet ting its m ission an d C e n te r o f E xc e lle n c e re sp o n sib ilitie s i. R e vie w F u n c tio n a l O ffic e in itia tive ves, s, a s a m e m b e r o f th e A d m in istra tive Issu e s B o a rd . 2 .3 .1 .7

2 .3 .2

E a c h In stitu tio n a lP ro g ra m O ffic e r a lso e n su sur re s a b ro a d p e rsp e c tive b y p ro vid in g th e o p p o rtu n ity fo fo r a ll th e E n te rp rise s th th a t h a ve w o rk a t th e C e n te r to p a rtic ip a te in in st sti itu tio n a ld e c isio n p ro c e ss sse e s. T h e se p ro c e ss sse s enc en c o m p a ss po p o lic y de d e c isio n s, a llo c a tio n of o f c o m m o n re re so sou u rc e s, a p p ro va l o f th e C e n te r’ s in st sti itu tio n a l o p e ra tio n s b u d g e ts, a n d re c o m m e n d a tio n s on o n p ro p o se sed d c a p ita l in ve vest stm e n ts, in c lu d in g d e te rm in in g fu nd sou rce s. C en ters an a nd C e nter D ire ctors N A SA’ s C e n te rs a re re sp o n sib le fo r th e sa saf fe ty a n d o c c u p a tio n a l h e a lth o f th e ir w o rkfo rc e a n d fo r th e sa saf fe im p le m e n ta tio n o f th e A g e n c y p la n s, p ro g ra m s, a n d a c tivitie s o f th e S tra te g ic E n te rp rise s. C e n te rs o f E xce xcel llen ce an and d C en ter m ission s are are tw o key con c on ce p ts in the m an anag ag em ent of N A S A . N A S A ’ s C e n te r D ire c to rs ar a re re sp o n sib le fo r p ro g ra m m an anag ag em en ent t an and d exec ution on. . Th They ey d eter erm m ine ho how w E nter erp p rise p rog ram s a n d c e n tra lse ser rvic e s w illb e im p le m e n te d . C e n te r D ire c to rs m a n a g e th e in stitu tio n (in c lu d in g c a p a b ility d e ve vel lo p m e n t a n d m a in te n a n c e ), m a n a g e m u lti-E n te rp rise re so sou u rc e s, im p le m e n t fu n c tio n a l le a d e rsh shi ip a n d c e n tra l se ser rvic e a c tivitie s, a n d im p le m e n t N A S A , S tra te g ic E n te rp rise se, , a n d A g e n c yy-l le ve vel lfu n c tio n a lp o lic ie s. In c o lla b o ra tio n w ith A g e n c yy-l le ve vel l F u n c tio n a l O ffic e s, th e C e n te r D ire c to rs w ill e st sta a b lish o ve rsig h t a n d e va val lu a tio n s of o f C e n te r fu n c tio n s th ro u g h se sel lf-a sse ss ssm m e n ts, IS O 9 0 0 0 a u d its, p e rfo rm a n c e m e tric s, o r o th e r re q u ire m e n ts id e n tifie d . T h e C en ter D irec tor ors s serve serve as b ot oth h m em b er ers s of the S en ior M an ag em en t C o u n c ila n d a s h e a d s o f th e ir re sp e c tive C e n te rs. In th is la tte r ro le , th e y h a ve p rim a ry m a n a g e m e n t re sp o n sib ility in th re e ar a re a s: p ro g ra m m a n a g e m e n t (d e te rm in in g h o w p ro g ra m s a re a c c o m p lish she e d ), in stitu tio n a l in fra stru c tu re (m a in ta in in g a n d e n h a n c in g b o th h u m a n a n d p h ysic a l re so sou u rc e s) s), , a n d th e a ss ssu u ra n c e o f th e A g e n c y’ s ca c a p a b ilitie s in a ss ssi ig n e d C e n te rs of o f E xc xce e lle n c e .

17


2.3.2.1

C en ent ter M ission ons s C e n te r m issio n s id e n tify th th e p rim a ry a re a o f c o n c e n tra tio n o f e a c h C e n te r’ s c a p a b ilitie s. A C e n te r m issi ss io n is a lo n g -te rm re sp o n sib ility.T h e C e n te r D ire c to rs a re re sp o n sib le fo r b u ild in g a n d m a in ta in in g h u m a n a n d p h ys ysi ic a l re so sou u rc e s to to su sup p p o rt th e ir C e n te rs’m iss ssi io n s. E n te rp rise p ro g ram a nd p roje ct assig nm en ts are are b ase d o n m issio n d e sig n at ati ion s. T h e A d m in istra to r a ssig n s th e C e n te r m iss ssi io n s. In im p le m e n tin g its m issio n , th e C e n te r m a y ca c a p ita lize o n c a p a b ilitie s re re sid in g a t su p p o rtin g C e n te rs o r o u tsid e o f N A S A , a s n e c e ssa ry, to p ro vid e th e c o st-e ffe c tive im p le m e n ta tio n o f its m issio n . D e sig n a te d C e n te r M issio n A re a s an and C e n te rs of o f E xc xce e lle n c e ar a re liste d in A p p e n d ix A .

K 2.3. 3.2. 2.2 2 Le Lead ad C en ter D irec tor ors s for for P rog ram s O 2. O 2.3.2.2.1 E ac h N A S A p ro g ra m invo lving m o re tha n o ne C e nt nter er is assig n ed to a Lead Le ad C en ter for im p lem en ent tat ati ion . N A S A p rog ram Le ad C en ter assig n B m e n ts ar a re se sel le c te d b y th th e E n te rp rise A sso ssoc c ia te A d m in istra to r a n d D a p p ro ve ved d b y th e A d m in istra to r. In m a kin g su suc c h a ssig n m e n ts, th e E n te rp rise A ss sso o c ia te A d m in istra to rs w ill c o n sid e r C e n te r m iss ssi io n a n d N C e n te r o f E xc xce e lle n c e re sp o n sib ilitie s. (L e a d C e n te r d e sig n a tio n s fo fo r A N A SA’ s cu c u rre n t p ro g ra m s a re liste d in A p p e n d ix C .) L e a d C e n te r D ire c to rs ha h a ve fu ll p ro g ra m m a n a g e m e n t re sp o n sib ility an a n d a u th o rity. H T h e y ar a re fu lly ac a c c o u n ta b le fo r e n su sur rin g th a t a ssig n e d p ro g ra m s ar a re m an a g ed to ag ree d -o n sch ed u le m ilest eston on e s, b ud g et g u id eline s, te ch T n ic a lre q u ire m e n ts, a n d a llsa fe ty a an n d re lia b ility s st ta n d a rd s. N E 2.3.2.2.2 The E nterp rise A sso ssoc c ia te A d m in istra to rs m u st c o n fig u re e a c h p ro g ra m so th a t it c a n b e e ffic ie n tly a n d e ffe c tivel ve ly a c c o m p lish e d w ith in th e M fra m ew o rk of o f L e a d C e n te r a ssig n m e nt nts s an a n d fu n d in g a llo c a tio n s. T h e E le ve vel l a n d n u m b e r o f E n te rp rise A ss sso o c ia te A d m in istra to r– c o n tro lle d re q u ire m e n ts m u st b e c o n siste n t w ith sa saf fe ty, m issio n su suc c c e ss, c u sto m e r G e xp e c ta tio n s, a n d sta tu to ry an a n d re g u la to ry re re q u ire m e n ts. T h e L e a d A C e n te r D ire c to rs, in tu rn , e st sta a b lish su sup p p o rtin g a ss ssi ig n m e n ts fo r o th e r C e n te rs (S (S u p p o rtin g C e n te rs) s), ,c o n sid e rin g C e n te r m issio n a n d C e n te r o f N E xc xce e lle n c e re sp o n sib ilitie s. T h e C e n te r D ire c to rs d e le g a te m a n a g e m e n t A re sp o n sib ility to th e P ro g ra m M a n a g e rs w h o re p o rt to th e m . M2. 2.3. 3.2. 2.3 3 C e nt nter ers s of E xce llen c e C 2.3.2.3.1 C en ter ofE xc xce e lle n c e d e sig n a tio n re p re se sen n ts exc e xce e p tio n a lA g e n c y ca cap a I b ilitie s in c e rta in a re a s o f sc ie n c e , e n g in e e rin g , o r te c h n o lo g y. T h e se G c a p a b ilitie s in c lu d e p e rso n n e l, fa c ilitie s, a n d to o ls a n d m a y re sid e a t m o re th a n o n e N A S A C e n te r. T h e e xc xce e p tio n a l c a p a b ilitie s a C e n te r o f E E xc xce e lle n c e re p re se sen n ts a re e xp e c te d to se ser rve th e n e e d s o f th e T E n te rp rise s as a s w e ll a s N A S A ’ s st stra te g ic o b je c tive s, a n d th e y ar a re th e A re sp o n sib ility of o f th e C e n te r D ire c to r. R T S 18

2.3.2.3.2 A N A S A C e n te r d e sig n a te d a s a C e n te r o f E xc xce e lle n c e is re re sp o n sib le fo r p la n n in g a n d , a s p e rm itte d b y a va vai ila b le re so sou u rc e s, m a in ta in in g o r a u g m e n tin g th e p e rso n n e l skills, fa c ilitie s, a n d to o ls re q u ire d to su sta in its a re a o f e xc xce e lle n c e . A C e n te r o f E xc xce e lle n c e ’ s im p le m e n ta tio n p la n m u st b e p re p a re d a t th e C e n te r a n d a p p ro ve ved d b y th a t C e n te r’ s E n te rp rise A sso c ia te A d m in istra to r/In stitu tio n a l P ro g ra m O ffic e r. It w ill in c lu d e stra te g ie s fo r a d vo voc c a tin g , c o o rd in a tin g , c o lla b o ra tin g a m o n g , a n d , w h e re c o st-e ffe c tive ve, , c o n so sol lid a tin g A g e n c y ca c a p a b ilitie s su s u p p o rtin g a p a rtic u la r C e n te r o f E xc xce e lle n c e d e sig n a tio n . A g e n c y in ve vest stm e n t d e c isio n s in su suc c h a re a s as a s fa c ilitie s d e ve vel lo p m e n t, h u m a n re so sou u rc e le ve vel ls, a n d skillm ix w illc o n sid e r a n d su sup p p o rt su suc c h c o n so sol lid a tio n s. 2.3.2.3.3 T h e In stitu tio n a lP ro g ra m O ffic e r is re sp o n sib le fo r e n su rin g th e via b ility o f th e C e n te rs of of E xc xce e lle n c e in ke k e e p in g w ith N A S A ’ s St S tra te g ic P la n . N o rm a lly, C e n te r o f E xc xce e lle n c e issu e s, in c lu d in g p la n s to c o ve ver r re so u rc e sh o rtfa lls, w ill b e re so lve d a t th e S tra te g ic E n te rp rise / In sti stitu tio n a l P ro g ra m O ffic e le ve l. H o w e ve r, sig n ific a n t a d ju stm stm e n ts in C e n te r o f E xc e lle n c e a ssi ss ig n m e n ts, p e rso n n e l le ve ls o r ski sk ills, fa c ilitie s, fu n d in g , a n d to o ls ar a re a ll A g e n c y in ve vest stm e n t d e c isio n s to b e re c o m m e n d e d to th e A d m in istra to r b y th e C IC , su sup p p o rte d fo r th is p u rp o se b y th e Tech Tec h n o lo g y Le Lea a d e rsh shi ip C o u n c il. 2.3.2.3.4 P ro p o sa sal ls to c h a n g e o r to d e sig n a te n e w C e n te rs of o f E xc xce e lle n c e w ill b e b ase ased d on an annu nual al asse assessm ssm en ent ts cond co nd uc uct ted b y the C en ent ter D irec ect tor, as w ell a s on o n re vie w s in vo vol lvin g c o rre sp o n d in g e xte rn a le xp e rtise se, , w h ic h m u st b e con co n d u cte d e ver very y 3 yea year rs. C rite ria u sed in asse assessm ssm e nts an a n d re view s of of C e n te rs of o fE xc xce e lle n c e w illin c lu d e re c o rd o fp e rfo rm a n c e ,c o m p e titive ven n e ss w ith e xte rn a l so sou u rc e s o f e q u iva val le n t c a p a b ilitie s, a d e q u a c y o f re so sou u rc e s, a n d e xte n t o f sup su p p o rt fo r N A S A ’ s E n te rp rises se s a an n d stra te g ic o b je c tives. ve s. 2.3.2.4

P rog ram and P roject M ana g er ers s Th e P ro g ra m M a n a g e r e n su The sur re s th e m o st e xp xpe e d itio us a n d c ost-e ffe c tive im p le m e ntation a p p ro a ch for a p ro g ram , c o n siste nt w ith sa saf fe ty an a n d ta kin g in to ac c o un t C e n te r of E xc xce e lle n ce ca p a b ilitie s an a nd C e nte r m issio n a ssig n m e nts. P ro g ra m M a na nag g e rs are are sel se le c te d b y, a n d rep o rt to, th e Le L e ad C en ent te r D irec to r.Ifm o re th an on e p rojec te xists w ithin a p rog ra m ,th e y ar a re m an a g e d b y Pr P rojec ect tM an anag ag er ers s w ho rep or ort tto the P rog ram M an anag ag er.P rojec ect tM an anag ag er ers s are se sel le c te d b y th e re sp o n sib le C e nte r D ire c to r. A g e ne ra l m o d el fo r th e ro le s an a n d re sp on sib ilitie s for S tra te g ic E n terp rise p ro g ra m m an a g e m en t is show sho w n in Fi F ig u re 2– 2– 4 .F o rp ro g ra m s and an d p roje cts cover co vere e d u nd e rN P D 7 1 20 20. .4 an d N P G 7 1 2 0.5 , refe r to the se d oc u m e n ts fo r th e d etaile d re sp o n sib ilitie s and an d p ro c ed u res fo r sp spe e c ific p ro g ra m a n d p ro je ct m a na nag g e rs.

2 .3 .2 .5

C e n te r S c ie n tists W h ile o ve ver ra ll sc sci ie n c e m a n a g e m e n t a n d d ire c tio n re sid e s w ith th e sc sci ie n c e E n te rp rise A ss sso o c ia te A d m in istra to rs, a s d isc scu u ss sse e d in se sec c tio n 2 .3 .1 ,

19


Fig ure 2–4. –4 . E nterp rise P rog ram M ana g em e nt R o les an a nd R e spo sp o nsib ilitie s Roles and Responsibilities

Strategy

Implem Implement entati ation on Planni Planning ng

Implem Implement entati ation on and Evalu Evaluati ation on

Enterprise Associate Administrator

• Develop Develop Enterprise Enterprise Strategy Strategy • Customer Customer Interface Interface • Establish Establish Program Program Requirements/Metrics • External External Advocac Advocacy y • Long-Term Investment Strategy • Formulate Formulate Program Programs s

• • • • •

Lead Center Director*

• Integr Integrate ate Strate Strategies gies with with Institutional Capabilities • Develop Develop Centers Centers of Excellen Excellence ce Strategies

• Integrate Integrate Institutional Institutional Resources Resources with Program Needs • Develop Implementation Implementation Plans (Total Center) • Coordinate Cross-Center Activities • Select Program Manager

• Ensure Compliance Compliance to P Policy/ olicy/ Standards • Maintain Maintain Dual Dual Path Path for for Quality Quality and Independent Assessment

Program Manager

• Support Support Head Headqua quarters rters Formulation • Conduct Conduct Feasibi Feasibility lity Planning Planning

• Manage Program Planning • Develop Program Program Resource Needs • Establish Establish Project Project Requirements Requirements and Performance Metrics • Balance Requirements/Resources

• • • • •

Implem Imp lement ent P Prog rogram rams s Allocate Allocate Budgets to Projects Projects Projec Projectt Oversi Oversight ght Repo Report rt Statu Status s Contro Con troll Program Program Chan Changes ges

Project Manager

• Develop Develop Specific Specific Proposals Proposals • Inno Innova vate te • Assess Assess Technol Technology ogy Readiness Readiness

• Deve Develop lop Altern Alternati atives ves • Establish Establish Contracts Contracts and Support Support Agreements

• • • •

Implement Implement Projects Projects Administer Administer Contrac Contracts ts Manage Supporting Tasks Report Metrics

K O O B D N A H T N E M E 2.4 G 2. 2.4. 4.1 1 A N A M C I G E 2.4. 4.2 2 T 2. A R T S 20

Note: Bold Bold

Coordinate Coordinate C Cross-E ross-Enterprise nterprise Activities Activities Integrate Integrate Enterprise Enterprise Programs Programs Select Select Projects Projects and Lead Lead Centers Centers Alloca Allocate te Budget Budget to Progra Programs ms Approve Approve Implementat Implementation ion Plans

• Assess Assess Comp Complia liance nce and and Performance Against Program Requirements and Customer Expectations

type reflects primary management responsibilities.

* Center Directors with projects supporting programs perform functions similar similar to those of lead Center Directors, but but at the project level at their individual centers.

flig ht an and d g rou ound nd sys syst tem s devel d evelop m en ent t an and d op er erat ation ons s m an anag ag em en ent t re sp o n sib ilitie s a ar re d e le g a te d to th e C e n te rs. N A S A ’ s C e n te r sci sc ie n tists sts p ro vid e en e n ab ling su sup p p o rt to th e b ro a d e r sp ac e re re sea rc h co c o m m u n ity by by ser se rvin g a s p ro je c t sc ie n tists sts a n d o p e ra tin g u n iq u e C e n te r fa c ilitie s. In a d d itio n , C e n te r sc sci ie n tists m a y co c o m p e te w ith e xte rn a l re se sea a rc h e rs fo r fu n d in g to c o n d u c t o rig in a l re se sea a rc h o f th e ir o w n (in c lu d in g in stru m e n t d e ve vel lo p m e n t) th a t a lso m a in ta in s th th e ir sc sci ie n tific c u rre n c y. A g e n c y p o licies an a n d g u id e lin e s fo r sc sci ie n c e p rog ra m m a n ag e m e n t a re p ro vid e d in N P D 10 1080 80 and a nd N P G 10 1080 80, , cur curr ren ent tly und er d evelop m en ent t.

Functional Ma Management Th e H ea d q ua rter The ers s Fun F un ct cti ion al O ffice A ssoc ssoci iat ate e A d m inistrat ator ors s and a nd O ffic ia ls-in -C h a rg e a re th e A d m in istra to r’ s p rin c ip a l a d viso rs fo r th e ir a re a s o f re sp o n sib ility. T h e y e st sta a b lish p la n s to im p ro ve fu n c tio n a l p e rfo rm a n c e a c ro ss th e A g e n c y, d isse ssem m in a te in te rn a l A g e n c y p o lic ie s, a n d , in c o lla b o ra tio n w ith th e E n te rp rise A ss sso o c ia te A d m in istra to rs a n d C e n te r D ire c to rs, m a in ta in su ffic ie n t in sig h t in to E n te rp rise a n d In st sti itu tio n a lP ro g ra m O ffic e a c tivitie s to e n su re th a t th e y a re c o n d u c te d in a c c o rd a n c e w ith a ll sta tu to ry, re g u la to ry, a n d fid u c ia ry re sp o n sib ilitie s. In a d d itio n ,th e se o ffic ia ls a d vise th e A d m in ist str ra to r a n d se n io r m a n a g e rs of o fp o te n tia le ffic ie n c ie s an a n d re q u ire d c o m p lia n c e to b e g a in e d b y im p le m e n tin g p ro p o se d fu n c tio n a lin itia tive s. H ea d q ua rter ers s Fun F un ct cti ion al O ffice s inc lu d e th e O ffice s of o f the C h ief F in a n c ia l O ffic e r, C h ie f E n g in e e r, C h ie f In fo rm a tio n O ffic e r, a n d C h ie f S c ie n tist, a s w e ll a s H e a d q u a rte rs O p e ra tio n s, E q u a l O p p o rtu n ity P rog ram s, H um an R esour esources ces and E d uca tion, G ene ral C oun sel,

P ro cu rem e nt nt, , E xte rna l R elat ati ion s, M a na g e m en t S ystem s, S m all a nd D isa d va n ta g e d B u sin e ss U tiliza tio n , L e g isla tive A ffa irs, P u b lic A ffa irs, S a fe ty an a n d M issio n A ssu ssur ra n c e , a n d P o lic y an a n d P la n s. T h e A sso ssoc c ia te A d m in istra to r fo r M a n a g e m e n t S yste m s se ser rve ves s as th e A g e n c y’ s C h ie f In fra st str ru c tu re A ss ssu u ra n c e O ffic e r. 2 .4 .3

F u n c tio n a l O ffic e a c tivitie s fa ll in to a n y o r a ll o f th re e m a jo r c a te g o rie s: fu n c tio n a l le a d e rsh ip , sta ff to th e A d m in istra to r, a n d c e n tra l se rvic e s a c ro ss th e A g e n c y. T h e O ffic e o f H e a d q u a rte rs O p e ra tio n s w ill b e re sp o n sib le fo r m a tte rs p e rta in in g to th e p la n n in g , e xe xec c u tio n , a n d e va val lu a tio n o f th e m a n a g e m e n t o f th e H e a d q u a rte rs in st sti itu tio n . F ig u re 2 – 5 is a n o ve rvie w o f N A S A ’ s F u n c tio n a lO ffic e ro le s a n d re sp o n sib ilitie s.

2 .4 .3 .1

A s fu n c tio n a l le a d e rs, F u n c tio n a l O ffic e A sso ssoc c ia te A d m in istra to rs a n d O ffic ia lss-i in -C h a rg e fo c u s o n im p ro vin g p ro c e ss sse e s, stim u la tin g e ffic ie n c y in th e p e rfo rm a n c e o f a c tivitie s re re la te d to th e p ro g ra m s, a n d p ro vid in g co nsisten cy cy, , w he n co nsisten cy serves serves A g en cy m an ag em en t o b je c tive ves, s, a c ro ss th e S tra te g ic E n te rp rise ses. s. T h e y ove o ver rse see e th e p e rfo rm a n c e o fth e ir p a rtic u la r fu n c tio n s a ac c ro ss a llo fth e C e n te rs, a s w e lla s p ro vid e lia iso n to e xte xte rn a l o rg a n iza tio n s p e rfo rm in g sim ila r fu n c tio n s a an nd sta keh o ld e rs w ho e sta b lish G o ve ver rn m e n tw id e p o lic y and a nd re q u ire m e n ts.

Fig ure 2–5. –5 . F un ctiona lO ffic e R o les an a nd R esp onsib ilitie s Functional Leadership

Staff to the Administrator

Central Service

Intent

• Effi Effici cien ency cy • Effect Effectiv ive e Support Support to Agency Mission

• CrossCross-Ent Enterpri erprise se Balance Balance and Synergy • Ensure Consistent Consistent Message Message to External Customers • Statut Statutory ory Compl Complianc iance e and Accountability

• Effi Effici cien ency cy

Products

• • • •

Polic Policy/S y/Stan tandar dards ds Budg Budget et Gui Guida danc nce e Functi Functiona onall Leadershi Leadership p Plans Assess Assessmen ments/ ts/Rep Reports orts Improvements • Standa Standards rds and Archit Architect ecture ure • Train rainin ing g

• • • •

• Disc Discre rete te Servi Service ce • Enterpri Enterprise se Staf Stafff Suppo Support rt

Customer

• En Enter prises/Centers

• Admin Adminis istr trat ator or

• En Enter prises/Centers

Principal Activities

• • • • • • •

Coordinatio Coordination n and Integratio Integration n Establ Establish ish Policie olicies s Insigh Insightt and and Revie Review w Interna Internall Focal Focal Point Exte Externa rnall Liais Liaison on Analys Analysis is and and Repo Reportin rting g Facilit acilitate ate Stand Standard ards s Development • Facilit Facilitate ate Capital Capital Investm Investment ent

• • • • •

• Requir Requireme ements nts Determina Determinatio tion n and Consolidation • Asse Assess ssme ment nt • Support

Mode of Operation

• Value-A alue-Added dded Poli Policy cy and Standards • Extensiv Extensive e Invo Involvem lvement ent of Customers and Stakeholders, Including Enterprises and Centers

• Indepe Independe ndent nt Report Reporting ing tto o Administrator, Administrator, Coordinated with Enterprises as Appropriate

• • • •

Examples

• Human Human Resour Resources ces Plann Planning ing • Deve Develop lopmen mentt of NASA’ NASA’s Financial Management Planning System • Environ Environment mental al Manage Management ment and Coordination • Facilit acilities ies Manage Managemen mentt

• Coordinatin Coordinating g Public Public Affairs Affairs Activities and Events • Legislati Legislative ve Hearing Hearing Coordinat Coordination ion • Agency Agency Strate Strategic gic and Performance Plan Development

• PAO (Headq (Headquart uarters ers Only) Only) • Commun Communica icatio tions ns Network Network • Agency Training raining and Educati Education on

Reco Recomm mmen enda dati tion ons s Assess Assessmen ments ts and and Reports Reports Comm Commun uniq iqué ués s Functi Functional onal Initia Initiativ tives es

Coordi Coordinat nation ion and and Plannin Planning g Exte Externa rnall Liais Liaison on Analys Analysis is and and Repo Reportin rting g Indepe Independe ndent nt Assess Assessmen mentt Function Functional al Initiativ Initiative e Sponsorship Sponsorship and Direction

Custom Customer er Respon Responsiv sivene eness ss Co-loc Co-locate ated d (Staff (Staff Only Only)) Negotiate Negotiate Implementat Implementation ion Plans Negotiate Negotiate Performa Performance nce Plans

21


2 .4 .3 .2

K O 2.4.3.3 O B D N A H T N E M E G A 2.5 N 2.5. 2. 5.1 1 A M C I G E T A R T S 22

C e n tra l se rvic e s fo r sp e c ific fu n c tio n a l a c tivitie s ar a re o ffe re d to g a in e ffic ie n c ie s an a n d to e lim in a te re d u n d a n c y ac a c ro ss th e A g e n c y. T h e d e c isio n to p ro vid e a fu n c tio n c e n tra lly (f (fo r e xa xam m p le , A g e n c yw id e p a yr yro o ll p ro c e ssin g ) is m a d e b y th e A d m in istra to r,o n th e C IC ’ s re c o m m e n d a tio n ,o n a c a se se-b yy-c c a se b a sis sho sh o w in g a c le a r b e n e fit to th e A g e n c y. A F u n c tio n a l O ffic e o r S tra te g ic E n te rp rise m a y p ro vid e c e n tra l se ser rvic e s. S u c h se ser rvic e s in c lu d e sta ff su sup p p o rt, tra in in g , in te rn a l c o m m u n ic a tio n s, an d c on so sol lid a te d m a in fra m e c o m p ut uti in g o p er era a tion s. T h e C IC w illre c o m m end a co ntrol m ech echani anism (such as a m em or orand and um of und er erst stand ing ) fo r th e se rvic e p ro visio n . O n c e e sta sta b lishe sh e d , th e se rvic e p ro visio n w illb e e va val lu a te d a n n u a lly as a s p a rt o f th e b u d g e t p ro c e ss an a n d c o n tin u e d o n th e b a sis of o f c o st-e ffe c tive su sup p p o rt to A g e n c y cu c u sto m e r re q u ire m e n ts. P rin c ip a lC e n te rs m a y b e e sta b lish she e d to le a d p a rtic u la r fu n c tio n a lle a d e rshi sh ip o p e ra tio n s. T h e F u n c tio n a l O ffic e se sel le c ts th e C e n te r th a t c a n b e st e xe xec c u te th e fu n c tio n o n b e h a lf o f N A S A a n d su sub b m its th a t se sel le c tio n , w ith th e c o n c u rre n c e o f th e In st sti itu tio n a l P ro g ra m O ffic e A ss sso o c ia te A d m in istra to r a n d th e A sso c ia te A d m in istra to r fo r H e a d q u a rte rs O p e ra tio n s, to th e D e p u ty A d m in istra to r fo r a p p ro va val l. D e le g a tio n s o f a u th o rity to c o n d u c t th e se re sp o n sib ilitie s ar a re n e g o tia te d a n d d o c u m e n te d w ith m e m o ra n d a o f u n d e rsta n d in g , sig n e d b y th e F u n c tio n a l O ffic e A ssoc so c ia te A d m in istra to r o r O ffic ia l-in -C h a rg e , th e In stitu tio n a l P ro g ra m O ffic e A ss sso o c ia te A d m in ist str ra to r, th e A ss sso o c ia te A d m in ist str ra to r fo r H ea ead d q u ar art te rs O p er era a tion ons, s, an and d the C en te r D irec ect tor. T he m e m or oran and d a of of u n d e rsta n d in g m u st c o n ta in p ro visio n s fo r d ire c tio n a n d fu n d in g flo w , a s w e ll a s p e rfo rm a n c e re vie w . T h e P rin c ip a l C e n te r D ire c to r, in tu rn , m a y e sta b lish su sup p p o rtin g a ssig n m e n ts fo r o th e r C e n te rs (S (S u p p o rtin g C e n te rs) c o n sid e rin g th e ir p a rtic u la r fu n c tio n a l c a p a b ility. T h e m e m o ra n d a o f u n d e rsta n d in g m u st stip u la te th a t b u d g e t p ro c e sse sses s w illfo llo w g u id a n c e p ro vid e d b y th e H e a d q u a rte rs O ffic e o f th e C h ie f F in a n c ia l O ffic e r a n d O ffic e o f H e a d q u a rte rs O p e ra tio n s. (P rin c ip a l C e n te r d e sig n a tio n s fo r N A SA’ s cu c u rre n t p ro g ra m s an a n d p ro c e sse sses s ar a re liste d in A p p e n d ix B .)

Crosscutting Pr Process Ma Management N A S A re co g n izes tha t th e b ro ad a p p lica tion of ce rta in op e ra tin g p rinc ip le s ca c a n e n h a n c e th e re tu rn s on o n its w o rk to w a rd d ive ver rse p ro g ra m m a tic a n d fu n c tio n a l o b je c tive ves. s. A s a fra m e w o rk fo fo r o p e ra tin g in a c c o rd a n c e w ith th e se p rin c ip le s, N A S A h a s g ro u p e d th e fo llo w in g m a jo r a c tivitie s in to fo u r “ C ro ssc u ttin g P ro c e sse s” : a. M ana g e S trateg ically b . P rovid e A er erosp osp ac e P rod uc ts an d C ap ab ilities c. G en ener erate K no now w ledge d . C o m m u n ic a te K n o w le d g e

2.5. 2. 5.2 2

T h e A d m in ist str ra to r a ssig n s ste ste w a rd sh ip re sp o n sib ilitie s fo r th e C ro ssc sscu u ttin g P ro c e sse sses. s. T h e se re sp o n sib ilitie s h a ve b e e n a ssig n e d to : A ss sso o c ia te A d m in istra to r fo r P o lic y an a n d P la n s—M a n a g e S tra te g ic a lly C h ie f E n g in e e r—P ro vid e A e ro sp a c e P ro d u c ts an a n d C a p a b ilitie s C h ie f S c ie n tist—G e n e ra te K n o w le d g e C hief S cien tist—C om m un ica te K no w led g e

2.6

Manage Strategically

2.6.1

N o N A S A or org g anization can succeed for long unless N A S A succeeds. In te ro rg a n iza tio n c o o rd in a tio n a n d c o lla b o ra tio n a re e ss sse e n tia l to d e fin in g c o m m o n stra te g ic g o a ls an a n d o p e ra tin g p rin c ip le s, im p le m e n ta tio n p lan n ing , an d ac hieving m ission suc ce ss. To b rin g ab o ut A g en cyw id e c o o rd in a tio n a n d c o lla b o ra tio n a m o n g a llo f its o rg a n iza tio n a lu n its, th e A g en cy d esig ne d the S trat ateg eg ic M an ag em en t S ystem tha t is d esc escr rib ed in th is N A S A P ro c e d u re s an a n d G u id e lin e s d ire c tive (N P G 1 0 0 0 .2 ).

2.6. 2. 6.2 2

Th e stew ar The ard d ship of N A S A ’ s strateg ic m an anag ag em en ent tp roc ocess ess is the resp on onsib ility of o f th e O ffic e o f P o lic y an a n d P la n s. T h e p ro c e ss is im p le m e n te d b y a llN A S A o rg a n iza zat tio n s a s in d ic a te d in th is d ire c tive (N P G 1 0 0 0 .2 ).

2.6. 2. 6.3 3

Th e sco The scop p e of N A S A ’ s com c om m itm en t to m an ag ing strat ateg eg ica lly is far arre a c h in g a n d a ll-in c lu sive ve. . T h e p ro c e ss in c lu d e s th e ro le s an a n d re sp o n sib ilitie s of o f A g e n c y an a n d E n te rp rise m a n a g e m e n t a s w e ll a s Fu F u n c tio n a l O ffic es (see (see N P G 10 00 .3 ).

2.6. 2. 6.4 4

Th e O ffic e of P olicy an d P la ns is resp resp o nsib le fo r sch e d uling a nd co or ord in a tin g a n o rd e rly, w e ll-d o c u m e n te d , a n d in c lu sive A g e n c y p ro c e ss to u p d a te e ve ver ry 3 ye yea a rs th e A g e n c y’ s S tra te g ic P la n a n d , a s ne n e e d e d , its stra te g ic m a n a g e m e n t g u id e lin e s (N (N P G 1 0 0 0 .2 ). T h is o ffic e a lso c o lla b o ra te s w ith th e O ffic e o f th e C h ie f F in a n c ia l O ffic e r to d e fin e a n d a p p ly a sse ssessm ssm e n t to o ls to e va val lu a te its p e rfo rm a n c e .

2.7

Prov Provid ide e Aer Aero ospa space Prod Produc ucts ts and and Ca Capabi pabili liti ties es N A S A co cond nd uc ts aer ae rosp ac e p rog ram s to p rovid e a er eron on au aut tica l an d sp a c e te c h n o lo g y to re se sea a rc h e rs, in d u stry, a n d th e g e n e ra l p u b lic . P ro vid e A e ro sp a c e P ro d u c ts an a n d C a p a b ilitie s is N A S A ’ s p ro c e ss fo r d e live ver rin g syst syste e m s (f (fo r e xa xam m p le , a e ro n a u tic s, sp a c e a n d g ro u n d ), te c h n o lo g ie s, d a ta , a n d o p e ra tio n a l se ser rvic e s to N A S A c u sto m e rs. M a n a g e m e n t p o lic ie s, p ro c e d u re s, a n d g u id e lin e s fo fo r th e fo rm u la tio n , a p p ro va val l, im p le m e n ta tio n , a n d e va val lu a tio n of o f N A S A p ro g ra m s an d p ro jects ect s are are p rovid ed in N P D 712 0.4 a nd N P G 712 0.5.

23


2.8

Generate Knowledge N A S A co nd uc ts and an d sup p or ort ts b asic a nd ap p lied rese esear arch ch to exten d the b o u n d a rie s of o f kn kno o w le d g e o f sc sci ie n c e , te c h n o lo g y, a n d e n g in e e rin g , to c a p tu re n e w kn kno o w le d g e in u se sef fu la n d tra n sfe ra b le m e d ia , a n d to sh sha a re n e w kn kno o w le d g e w ith cu c u sto m e rs. T h is C ro ssc sscu u ttin g P ro c e ss p ro vid e s a fra m e w o rk fo r e n su sur rin g th a tth e re se sea a rc h is c o n sist ste e n tw ith th e A g e n c y’ s str st ra te g ic p la n s an a n d th a t th e q u a lity of o f th e re se a rc h is m a in ta in e d to th e h ig h e st st sta a n d a rd s. D ire c tive s a n d g u id e lin e s fo fo r th e G e n e ra te K no now w led g e p roc ocess ess w illb e in N P D 10 1080 80. .x and N P G 10 1080 80. .x.

K O O B D N 2.10 2.10 A H T N E M E .11 G 2.11 A N A M C I G E T A R T S 24 2.9

Communicate Kn Knowledge Th e C om m un The uni ica te K no w led g e p roc ocess ess c oo oor rd in ate s, inte g rat ates, es, d issem in a te s, a n d sh sha a re s co c o n siste n tin fo rm a tio n a n d e xp e rie n c e s ab a b o u tth e c o n te n t,re le van va n c e ,re sul su lts,a p p lic a tio n s, a n d e xci xc ite m e n to fN A S A ’ s m issi ss io n o f re se sea a rc h , d e ve vel lo p m e n t, e d u c a tio n , a n d e xp lo ra tio n . T h is p ro c e ss w illb e d e scr scri ib e d in g rea eat ter d eta ilin N P D 10 90 90. .x and a nd N P G 10 90 90. .x.

NASA NASA and and Its Its Empl Employ oyee ees: s: Mut Mutua uall Resp Respon onsi sibi bili liti ties es T h e su suc c c e ss of of N A SA’ s str stra te g ic p la n s, p e rfo rm a n c e p la n s, a n d S trat ateg eg ic M an ag e m en t S yste m , d ep en d s on o n th e a ct cti ive su p p o rt of all A g enc y em p loyees. N A S A m ana g em ent con d uct ucts s the A g enc y’ s pl p lann in g a c tivitie s in a n in c lu sive ve, , o p e n , a n d w e ll-d o c u m e n te d m a n n e r. A ll e m p lo ye yee e s, in c lu d in g m a n a g e rs an a n d e xe xec c u tive ves, s, a re re sp o n sib le fo r fa m ilia rizin g th e m se lve s w ith th e ir re sp e c tive A g e n c y, E n te rp rise , F u n c tio n a l O ffic e , a n d C e n te r p la n s. N A S A m a ke kes s an a n in ve vest stm e n t w ith ea c h e m p loye e. E m p lo yee d eve lop m e nt is an a n esse nt nti ial for orm m of ca p ita l in ve vest stm e n t fo r th e A g e n c y.

Off Office ice of of Ins Insp pecto ectorr Gen Gener era al N A SA’ s O ffic e o f In sp e c to r G e n e ra l (O IG ) is a n in d e p e n d e n t o rg a n iza zatio n w ith re sp o n sib ility to d e te c t fra u d , w a ste , a b u se se, , a n d m ism a n a g e m e n t, w h ile p ro m o tin g e c o n o m y, e ffic ie n c y, a n d e ffe c tive ven n e ss in th e A g e n c y’ s p ro g ra m s an a n d o p e ra tio n s. T h e O IG c o n d u c ts au a u d its, c rim in a l in ve vest stig a tio n s, in sp e c tio n s, a n d a ss sse e ss ssm m e n ts. T h e O IG st sta a ffs ar a re lo c a ted a t N A S A H ea d q ua rte rs, all N A S A C e nt nter ers, s, the Jet P rop ulsion L a b o ra to ry, a n d so som m e a n c illa ry of o ffic e s. A d d itio n a l in fo rm a tio n a b o u t O IG a ct cti ivities c an b e fou nd in N P D 9 80 0. 0.1. 1.

CHAPTER 3 STRATEGIC PLANNING N A SA’ s pu p u rp o se a s an A g e n c y of th e U .S . G o ve ver rn m e n t is de d e fin e d b y its e n a b lin g sta tu te , th e N a tio n a l A e ro n a u tic s an a nd S p ace A ct of 1958, as a m e n d e d . T h is an a n d o th e r F e d e ra lsta tu te s an a n d re g u la tio n s el e la b o ra te o n th e kin d s of p ro g ra m s C o ng ress and a nd th e P resid en t ha ve d irec te d N A S A to c a rry ou t, a s w e lla s th e re re g u la tio n s th a t g o ve ver rn h o w N A S A m a n a g e s th e n a tio n a lre so sou u rc e s e n tru ste d to it b y th th e A m e ric a n p e o p le . N o t lo n g a fte r it w a s est e sta a b lish e d , th e A g e n c y un u n d e rto o k th e first in a se rie s of of lo n g -ra n g e p la n s to to e n su sur re th a t it u se sed d th o se re so sou u rc e s e ffe c tive vel ly, n o t o n ly t to o m e e t c u rre n t e xp e c ta tio n s, b u t a lso in a n tic ip a tio n o f fu tu re n e e d s. T h e se lo n g -ra n g e p la n s evo e vol lve ved d in to th e N A S A S tra te g ic P la n .

3.1

The The Gove Govern rnme ment nt Perf Perfo orman rmanc ce and and Resu Result lts s Act Act of 199 1993 In 1 99 993, 3, C on ong g ress p assed the G over overnm nm en ent t P er erf for orm m an ance ce an and d R esults A c t (G P R A ) to “ im p ro ve th e c o n fid e n c e o f th e A m e ric a n p e o p le in th e c a p a b ility of o fth e F e d e ra lG o ve ver rn m e n t,b y syst sy ste m a tic a lly ho h o ld in g F e d e ra l a g e n c ie s a c c o u n ta b le fo r a c h ie vin g p ro g ra m re su sul lts . . . [b y] se set ttin g p rog ram g oa ls, m ea sur suri ing p rog ram p er erf for orm m an ce ag ainst tho se g oa ls, a n d re p o rtin g p u b lic ly o n th e ir p ro g re ss ss. .”G P R A re q u ire s th th e fo llo w in g o f F e d e ra la g e n c ie s (i (in c lu d in g N A S A ): a . D e ve vel lo p p e rio d ic A g e n c y stra te g ic p la n s, se set ttin g fo rth N A S A ’ s m issio n , lo n g -te rm g o a ls, a n d a sso ssoc c ia te d re so sou u rc e re q u ire m e n ts. T h e S tra te g ic P la n is to “ c o ve r a p e rio d o f n o t le ss th a n 5 ye a rs fo rw a rd fro m th e fisc sca a l ye yea a r in w h ic h it w a s su su b m itte d .”U p d a te d S tra te g ic P lan s m ust b e su b m itted eve ry 3 yea ye a rs. b . P rep ar are e and a nd sub m it to the P resid en t an d C on g ress ann ua l p e rfo rm a n c e p la n s th a t e sta b lish p e rfo rm a n c e g o a ls, m e a su sur ra b le o b je c tive ves, s, a n d a sso c ia te d re so sou u rc e s re q u ire d to a c h ie ve lo n g te rm g o a ls. c . S u b m it a n n u a lp e rfo rm a n c e re p o rts th a t “ set se t fo rth th e p e rfo rm a n c e in d ic a to rs est e sta b lish she e d in th e A g e n c y p e rfo rm a n c e p la n . . . a lo n g w ith th th e ac a c tu al p rog ra m p er erf for orm m an c e a ch ie ved .”W h en p e rfor orm man ce g oa ls have h ave no t b ee n ac hieve d , e xp la na tion s sho uld b e p rovid e d , a lo n g w ith p la n s fo fo r m e e tin g th e u n a tta in e d g o a ls, o r re a son so n s fo r re visin g p e rfo rm a n c e g o a ls.

3.2

NASA Strategic Planning Requirements In resp on se to G P R A ,th e S trat ateg eg ic P la ns d eve lop e d fo r th e A g en cy a nd th e S tra te g ic E n te rp rise s w illc o n ta in : a. A co com m p reh en sive m ission stat atem em en t co ver veri ing N A S A ’ s m ajor fun ctio n s an a n d o p e ra tio n s b . G e n e ra l g o a ls an and d o b je c tive ves, s, in c lu d in g o u tc o m e -re la te d g o a ls a n d o b je c tive ves, s, fo r m a jo r fu n c tio n s a n d o p e ra tio n s

25

G N I N N A L P C I G E T A R T S

c. A d esc rip tion o f ho w the g oa ls and an d o b jec tives ar a re to to b e ac a c hieve d d . A n id e n tific a tio n o f th o se ke key y fa fa c to rs, e xte rn a l to th e A g e n c y an a nd b e yo n d its c o n tro l,th a tc o u ld sig n ific a n tly a ffe c tth e a c h ie ve m e n to f th e g e n e ra lg o a ls a n d o b je c tive ves s e. Th e p rog ram eva lu at ati ion s used u sed in est esta a b lishing or revisin g g en er era al g o a ls an a n d o b je c tive ves s

3.3

K O O B D 3.4 N A H T N E M E G 3.5 A 3.5.1 N A M C I G E 3.5.2 T A R T S 26

NASA’s Strategic Plan N A SA’ s S tra te g ic P la n a rtic u la te s th e A g e n c y’ sv vi isio n , m issi ss io n , g o a ls, a n d o b je c tive ves, s, a s w e lla s A g e n c yw id e stra te g ie s fo r a c h ie vin g th e m . In so d o in g , it g ive ves s d ire c tio n to th e w o rk of o f a ll N A S A o rg a n iza zat tio n s an a nd e m p lo ye yee e s. S tra te g ic p la n n in g is a c o n tin u o u s p ro c e ss. N A S A ’ s S tra te g ic P la n is fu fu lly re re vie w e d a n d u p d a te d a t le a st e ve ver ry 3 ye yea a rs. In te rim a d ju stm e n ts m a y b e m a d e a s ne n e e d e d , in p a ra lle lw ith th th e a n n u a lp e rfo rm a n c e p la n n in g p ro c e ss (se see e F ig u re 3 – 1 ).

Enterprise Strategic Plans E n te rp rise S tra te g ic P la n s w ille la b o ra te o n th e ir re sp e c tive m iss ssi io n a n d g o a ls, in a lig n m e n t w ith N A S A ’ s S tra te g ic P la n , w ith d e ta ile d o b je c tive s, im p le m e n tin g st str ra te g ie s, a n d b rie f d e sc rip tio n s o f th e ir p rin c ip a l p ro g ra m s an a n d /o r p ro c e sse sses. s. T h e y m u st b e si s ig n e d b y th e ir re sp e c tive E n te rp rise A ss sso o c ia te A d m in ist str ra to rs. E n te rp rise S tra te g ic P la n s w ill b e re vie w e d b y th th e O ffic e o f P o lic y a n d P la n s fo fo r c o n siste n c y w ith N A S A ’ s S tra te g ic P la n a n d o th e r E n te rp rise S tra te g ic P la n s. E n te rp rise S tra te g ic P lan ans s are are revi review ed b y the S en ior M an ag em en t C ou nc il an d ap p rove oved d b y th e A d m in istra to r. To e n su sur re th a t th e y re m a in c u rre n t, E n te rp rise p lan s w illb e revi review ed an d up d a te d as p ar art t of an y up d at ate e to to the the N A S A S tra te g ic P la n , b u t in a n y eve e ven n t, n o t le ss th a n e ve ver ry 3 ye yea a rs.

Capital Investment Planning N A S A has e stab lished an A g enc yw id e c ap ital investm ent p lann ing p ro c e ss b e c a u se th e size ze, , sc sco o p e , tim e h o rizo zon n , a n d te c h n ic a ln a tu re o f th e se in ve stm stm e n ts a re c ritic a lto lo n g -te rm A g e n c y v vi ia b ility. In a d d itio n , such suc h inve nvest stm en ts m ust b e b alan ce d ac ross N A S A or org g an ani ization s and an d p rio ritize zed d o n a n A g e n c yw id e b a sis, c o n siste n t w ith e xt xte e rn a l fin a n c ia l c o n stra in ts an a n d p a rtn e rsh shi ip o p p o rtu n itie s. T h is p la n n in g p ro c e ss a lso sup p or ort ts N A S A co m p lian ce w ith relat ated ed Fe d er eral al g uid an ce on ca p ital/asse t inve stm e nt nts s (O (O ffice of M an ag e m en t a nd B ud g et (O M B ) C irc u la r A -1 1 , P a rt 3 ). C a p ita l in ve vest stm e n t p la n n in g re p re se sen n ts a ke key y ac a c tivity in th e stra te g ic m an a g em e nt p ro ce ss and a nd a n im p o rta nt elem e nt of N A S A ’ s 55 -yea r fin an c ia l p la n n in g a n d b u d g e t a c tivitie s. N A S A ’ s C a p ita l In ve vest stm e n t C o u n c il (C IC ) a d vise ses s th e A d m in istra to r d u rin g p re p a ra tio n o f th e A g e n c y’ s P ro g ram O p er erat ati ing P la n (P O P ) g uid a nc e at the b eg in ning of the

D N O S 1 + A J X J

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im p le m en ta tio n p lan ning p roc ess an d d ur uri in g th e an nu al b ud g e t d e velop m en t p roc ess. Th e co coun un cilm ee ts as a s oft often as the the ch air d ee m s ap p rop ria te . Its m e e tin g s w ill e xa xam m in e in te rre la te d A g e n c yw id e iss ssu u e s, su suc ch a s in fo rm a tio n te c h n o lo g y a n d se c u rity,c ritic a lin fra str stru c tu re p ro te c tio n , h u m a n re so sou u rc e s, te c h n ic a l c a p a b ilitie s, h ig h -risk g e n e ric te c h n o lo g ie s, F u n c tio n a lO ffic e in itia tive s, a n d fa c ilitie s. 3.5. 3. 5.3 3

K O 3.6 O 3.6.1 B D N A H T N E M E 3.6.2 G A N A M C I G E T A R T S 28

Th e C IC en sur sure e s the int nte e g rat ati ion o f E n te rp rise, C en ter o f E xce llen c e, a n d o th e r in ve vest stm e n t p la n s; it re vie w s an d re c o m m e n d s in ve vest stm e n ts an d p ro vid e s g uid a nc e to N A S A en tities fo r sub seq ue n t im p lem e nt ntaatio n . T h e c o u n c ila lso e xa xam m in e s suc su c h p ro p o sa sal ls as A g e n c yy-l le ve vel ld o w n sizin g o r re stru c tu rin g .

Functional Office Planning T h e F u n c tio n a l O ffic e s fo rm u la te F u n c tio n a l L e a d e rsh shi ip P la n s, w ith E n te rp rise su sup p p o rt, to im p le m e n t th e A g e n c y’ s S tra te g ic P la n , im p ro ve A g en cy m an ag em en t, an d resp on d to ne w exter erna na l d irec tion . A F u n c tio n a l L e a d e rsh shi ip P la n e sta b lish she e s th e o ve ver ra ll p u rp o se a n d d ire c tio n o f fu n c tio n a l a c tivitie s, in c lu d in g g o a ls, o b je c tive s, a n d p e rfo rm a n c e m e tric s or o r in d ic a to rs use u sed d to a sse ssess ss su s u c c e ss. It is b a se sed d o n th e E n te rp rise S tra te g ic P la n s, se sel lf-a sse ss ssm m e n ts, a n d e xte rn a lly m a n d a te d re q u ire m e n ts. E a c h p la n m u st in c lu d e a g e n e ra l d e sc scr rip tio n o f p ro p o se sed d a n d sta tu to rily re re q u ire d fu n c tio n a l in itia tive ves s d e e m e d n e c e ss ssa a ry to im p le m e n t th e A g e n c y S tra te g ic P la n a n d sta tu to ry m a n d a te s. T h e S en eni ior M an ag em en t C ou nc ilm ust rec eive a p rese esent ntat ati ion of an d co nc ur w ith th e F u n c tio n a l L e a d e rsh shi ip P la n s, a n d th e n th e A d m in istra to r m u st ap p rove the hem m . Th e p lan s are are up d at ated ed , review ed , an d ap p rove oved d ag ain a s re q u ire d b y th e A d m in istra to r. Fo llow ing p rese nt ntat ati ion to an d co nc ur urr ren ce w ith the Fu nc tion al Lead Le ad er ershi ship P lan s by b y the S en ior M an ag em en t C ou nc il an d ap p rova oval lb y th e A d m in istra to r, d e c isio n a n d g u id a n c e a re to b e d o c u m e n te d fo r in clu sion in the N A S A P O P g uid a nc e an d , in th e ca se of ne w p olicie s, fo r fo rm a l c o o rd in a tio n a n d d iss sse e m in a tio n . T h e F u n c tio n a l O ffic e s a lso e n su sur re th a t th e a p p ro p ria te m e tric s o r p e rfo rm a n c e in d ic a to rs a re d e ve vel lo p e d to e va val lu a te fu n c tio n p e rfo rm a n c e .

CHAPTER 4 IMPLEMENTATION PLANNING 4.1

Perfo rforma rmance an and Bu Budget Pl Planning Pr Process Im p le m e n ta tio n p la n n in g e n su sur re s th a t th e d e ta ile d p la n n in g , re so sou u rc e s, an d p e rfor orm m a nc e exp ec tat ati ion s ar a re a lig ne d to sup p or ort t the ac hieve m e nt o f th e N A S A a n d E n te rp rise S tra te g ic P la n s. Im p le m e n ta tio n p la n n in g is b a se sed d o n th e p re vio u s cyc c ycl le o f N A S A a n d E n te rp rise S tra te g ic P la n s, c a p ita lin ve vest stm e n t p la n n in g , th e 5 -ye yea a r A g e n c y b u d g e t, a n d th e re su sul lts o f th e o n g o in g p e rfo rm a n c e e va val lu a tio n p ro c e ss. E sse ssen n tia l e le m e n ts of of im p le m e n ta tio n p la n n in g in c lu d e p ro g ra m p la n n in g to e sta b lish te c h n ic a l, sc sch h e d u le , a n d c o st, a s w e lla s p e rfo rm a n c e c rite ria a t a llm a n a g e m e n t le ve vel ls. N A S A ’ s b u d g e t p la n n in g p ro c e ss is th th e ve veh h ic le fo r in te g ra tin g th e se im p le m e n ta tio n p la n s.

4.2

Five-Year Budget Planning ing Overvi rview

4.2. 4. 2.1 1

N A SA’ s b ud g et p lan ning is an on g oing p roc ocess ess tha t inc or orp p or orat ates es a d e ta ile d a n a lys ysi is o f c u rre n t re q u ire m e n ts w ith o u tye yea a r p ro je c tio n s o f fu nd ing ne ed s. E ac h b ud g e t cyc le is initiat ated ed b y g uid an ce from O M B th a t in c lu d e s p la n n in g e stim a te s, a s w e ll a s p o lic y g u id a n c e fo r th e p re p a ra tio n o f th e A g e n c y’ s b u d g e t re q u e st. T h is b ro a d g u id a n c e u se ses s th e 5 -ye yea a r ru n o u t o f th e P re sid e n t’ s b u d g e t re q u e st fo r N A S A b e fo re C o n g re ss a t th e tim e , a n d it u p d a te s th e to ta lto re fle c t fu rth e r e c o n o m ic p olicy o r p rog ram d ec ision s tha t m ay h ave b ee n m ad e.

4.2. 4. 2.2 2

4.2.3

A g e nc y g uid a nc e for a lloc a tio ns a m on g the S tra te g ic E nt nter erp p rises, p rio ritie s fo r d e c isio n m a kin g a n d tra d e o ffs, a n d a n y b ro a d stra te g y issu e s a re d e ve vel lo p e d to in itia te b o th th e in te rn a lp la n n in g a n d b u d g e tp ro c e sse s. T h e A d m in ist str ra to r iss ssu u e s th is g u id a n c e , w ith fu ll p a rtic ip a tio n a n d ad vice of the C IC , thr hrou oug g h the the A g en ency cy C FO . Th The e C FO an and d C om p troller th e n in te g ra te th e A d m in istra to r’ s g u id a n c e w ith m o re d e ta ile d p ro g ra m m a tic a n d fu n d in g g u id a n c e p ro vid e d b y th e S tra te g ic E n te rp rise ses s a n d th e F u n c tio n a l O ffic e s. T h e m u ltiye yea a r b u d g e t e stim a te s, p ro g ra m a ss ssu u m p tio n s, a n d stra te g ic d ire c tio n e sta b lish a b a se sel lin e fo r p la n n in g a n d b u d g e t fo rm u la tio n a c tivitie s a n d a re d istrib u te d a s g u id e lin e s to the N A S A C enter ers. s. R espond ing to P rog ram O p er erat ating P lan (P (P O P ) g uid ance f fr rom the C FO , th e C e n te rs asse a ssess ss th th e ir p ro g ra m p la n n in g a n d d e ve vel lo p in te g ra te d re so u rc e re q u ire m e n ts w ith th e a ss ssi ist sta a n c e o f th e ir re sp e c tive In stitu tio n a l P ro g ra m O ffic e s. T h e y re vie w th e se re q u ire m e n ts w ith th e Le a d C en te rs an d inc o rp o rat ate e L e ad C e nt nter er d e cisio ns. Th e L e ad C e n te rs su b m it in te g ra te d re so sou u rc e re c o m m e n d a tio n s to to th e ir E n te rp rise A ss sso o c ia te A d m in ist str ra to rs an a n d In st sti itu tio n a l P ro g ra m O ffic e rs

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N O I T A T N E M E L P M I

fo r in te g ra tio n in to th e A g e n c y’ s an a n n u a l su b m iss ssi io n o f its 55 -ye a r b u d g e t. C o o rd in a tio n a m o n g th e S tra te g ic E n te rp rise ses s a n d th e F u n c tio n a l O ffic es e na b le s a co c o m p re he nsive A g e nc y b ud g et sub m ission tha t is ref efl lec ted in P rog ram C om m itm en t A g ree eem m en ts, P rog ram an d P rojec t P la n s, a n d in stitu tio n a lp la n n in g . 4.2.4

K O O B 4.2.5 D N A 4. 4.2. 2.6 6 H T N E M4.3 E G A N A M C I G E T A R T S 30

A s the b ud g et for orm m ulation p roce ss p roce ed s, d ecisions m ust b e m ad e a b o u t a c tivitie s th a t h a ve b e e n fo rm u la te d —fo r e xa xam m p le , w h e th e r th e y c a n b e a ffo rd e d w ith in th e g u id e lin e le ve vel l a n d th o se th a t w ill b e p ro p o se d a s o ve r-g u id e lin e a c tivitie s. E a c h S tra te g ic E n te rp rise m u st ju st sti ify th e re le va van n c e o f th e re q u e ste d p ro g ra m s to th e N A S A a n d E n te rp rise S tra te g ic P la n s. N e w in itia tive c a n d id a te s m u st b e p rio ritize d . T h e a p p ro va val lo f su suc c h in itia tive ves s fo fo r in c lu sio n in th e A g e n c y b u d g e t g e n e ra lly is su sub b je c t to th e ir h a vin g re a c h e d a n a p p ro p ria te sta g e o f m a tu rity in th e fo rm u la tio n p ro c e sse sses s ou o u tlin e d in N P G 7 1 2 0 .5 , a s ap a p p lic a b le . In th e ir c a p a c ity as a s p rin c ip a l a d viso sor rs to th e A d m in istra to r in th e ir re sp e c tive su b je c t a re a s, th e C h ie f S c ie n tist, C h ie f In fo rm a tio n O ffic e r, a n d C h ie f E n g in e e r w illre vie w th e A g e n c y b u d g e t p ro p o sa sal ls an a n d e va val lu a te th e m fo r sc sci ie n c e , in fo rm a tio n sys syst te m s, a n d e n g in e e rin g m e rit. T h e fin a l b ud g e t re q u e st tra n sm itte d to O M B re fle c ts th is d e c isio n p ro c e ss fo fo r th e e n tire A g e n c y. T h e b u d g e t p ro c e ss w ill b e c o m p a tib le w ith N A S A ’ s S tra te g ic P la n .T h e c o n te n to fth e b u d g e tre q u e st d e sc scr rib e s th e w a y in w h ic h th e A d m in istra to r p la n s to a c h ie ve p ro g re ss to w a rd m e e tin g th e g o a ls an a n d o b je c tive ves s th a ta p p e a r in th e N A S A S tra te g ic P la n w ith in th e m u ltiye yea a r fu n d in g a llo w a n c e a va vai ila b le . T h e A d m in istra to r a p p ro ve ves s th e fin a l5 -ye yea a r b u d g e t su sub b m itta l(se see e F ig u re 4 – 1 ).

Performance Planning G P R A re q uires the the sub m ission of an A g en cy P er erf fo rm an ce P lan , fo llo w in g th e tra n sm itta l to C o n g re ss o f th e P re sid e n t’ s b u d g e t. T h is a n n u a l P e rfo rm a n c e P la n se set ts ou o u t m e a su sur ra b le g o a ls th a t d e fin e w h a t w ill b e a c c o m p lish she e d d u rin g a fisc sca a l ye yea a r. T h e g o a ls sh sho o u ld re fle c t a le ve vel l of acco ac com m p lishm en ent t co com m m en ensur surat ate w ith the resou rce ces s req req ue uest sted an and d sub se q u e n tly fu n d e d . F o r a fisc a l ye a r, a t le a st tw o ite ra tio n s o f N A S A ’ s a n n u a lP e rfo rm a n c e P la n a re p re p a re d : a n in itia lp la n (su sub b m itte d a lo n g w ith th th e N A S A b u d g e t re q u e st to O M B ) a n d a fin a l p la n th a t re fle c ts b u d g e t, p o lic y, a n d p ro g ra m m a tic d e c isio n s an a n d is co c o n siste n t w ith th th e P re sid e n t’ s b u d g e t. A fin a l p la n re vise d to re fle c t c o n g re ssio n a l a c tio n on a n a g e nc y’ s b ud g et req u est is no t req uired b y G P R A , b ut m ay b e sub su b m itte d b y N A S A , if n e c e ssa ry, e a rly in th e n e w fisc sca a lye yea a r.

Fig ure ure 4–1. 4–1 . Im p le m ent en tation: on : N A S A ’s P e rfo rm ance an ce a nd B ud g eting P lanni an nin g dmin dminis istr trat ator or

Provides annual guidance for Agency budget and performance planning

Capi Capita tall Investment Council Provides capital investment and further strategic guidance

CFO

Provides preliminary guidance

Functional/ Staff Offices

Functional Offices provide guidance

Approve or direct revision

Preliminary program allocations and guidance

Provide guidance inputs to Enterprise

Supporting Centers

CFO issues integrated Agency guidance

Functional Offices provide input/issues

Iterate issues Develop recommendations

Lead Centers

Program and institutional allocations and guidance

Integrates and issues annual budget and performance guidance

Integrate Enterprise/Functional Office inputs Identify Issues

Enterprises/IPO’s

Integrate Center submits Forward submits to other Enterprises or Functional Offices

Provide feedback on submits to supporting Centers

Build POP submits

Iterate inputs with Lead Centers Resolve internal issues Develop Enterprise Submit Prepare final input to Enterprise/IPO’s Adjusts request to respond to CIC issues/direction

Develop Agency budget and performance recommendations Revise per Administrator decisions

Submit to OMB

4.4

Developing and Issuing Guidance T h e d e ve vel lo p m e n t o f im p le m e n ta tio n g u id e lin e s flo w s fro m th e a p p ro va val l o f th e A g e n c y an a n d E n te rp rise S tra te g ic P la n s an d a p p ro ve ved d F u n c tio n a l L e a d e rsh shi ip P la n s. A n n u a lly, th e N A S A A d m in istra to r issu ssue e s g u id a n c e to th e E n te rp rise A ss sso o c ia te A d m in istra to rs an a n d th e F u n c tio n a l O ffic e A ss sso o c ia te A d m in ist str ra to rs an a n d O ffic ia lss-i in -C h a rg e , c o n sist ste e n t w ith th o se p la n s. T h e S tra te g ic E n te rp rise s a n d F u n c tio n a l O ffic e s, in tu rn , tra n sla te th e A d m in istr stra to r’ s g u id a n c e in to a se t o f te c h n ic a l, m a n a g e ria l, a n d b u d g e ta ry gu g u id e lin e s.

4 .4 .1

A gency G uid ance

4 .4 .1 .1

T h e A d m in ist str ra to r’ s g u id a n c e in itia te s th e im p le m e n ta tio n p la n n in g c yc ycl le . T h is g u id a n c e is d e ve vel lo p e d ta kin g in to a c c o u n t th e re su sul lts of o f th e p rio r-ye yea a r p la n n in g c yc ycl le , n e w g u id a n c e fro m O M B , a n d a n y sig n ific a n t c h a n g e s in th e A g e n c y’ s ext e xte rn a l a n d /o r in te rn a l e n viro n m e n t. T h e N A S A A d m in istra to r’ s g u id a n c e w ill a lso b e in flu e n c e d b y p o lic y a n d b u d g e t re c o m m e n d a tio n s to th th e P re sid e n t fro m th e N a tio n a l S c ie n c e a n d Tec Tech h n o lo g y C o u n c ila n d p re lim in a ry d isc scu u ssio n s w ith C o n g re ss. In d e ve vel lo p in g N A S A ’ s P O P g u id a n c e , th e A d m in istra to r e sta b lish she e s firsto rd e r p rio ritie s f fo o r p ro g ra m c o n te n t, a lso g ivin g c o n sid e ra tio n to in fo rm at ati ion rec eived from sen seni ior m an ag em en ent t.

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4 .4 .1 .2

K 4.5 O 4.5.1 O B D N A H T N E M E G A N A M C 4.5.2 I G E T A R T S 32

O n b e h a lf o f th e A d m in istra to r, th e N A S A O ffic e o f th e C h ie f F in a n c ia l O ffic e r (C F O ) in te g ra te s th e b u d g e t g u id a n c e fro m O M B , th e A d m in istra to r’ s g u id a n c e , th e sp e c ific p ro g ra m m a tic g u id a n c e fro m th e E n te rp rise s, in sti stitu tio n a lg u id a n c e fro m th e In sti stitu tio n a lP ro g ra m O ffic e s, an d g u id an c e fro m F u nc tion a l O ffic es int nto o th e in te g ra te d N A S A P O P g u id a n c e . T h e re su sul ltin g P O P g u id a n c e w illc o n ta in d ire c tio n s fo r p re p a rin g a n d su sub b m ittin g b u d g e t a n d P e rfo rm a n c e P la n d a ta , in c lu d in g fo rm a ts an a n d d u e d a te s. T h is g u id a n c e re fle c ts p rio r-ye yea a r b u d g e t p la n s an a nd c a p ita l in ve vest stm e n t d e c isio n s d o c u m e n te d b y th e C IC . It a lso in c lu d e s a d d itio n a lg u id a n c e fo r p o te n tia ln e w in itia tive s, a n in ve stm e n t p ro file fo r on g oin g p rog ra m s, p er erf fo rm a n ce g o als, a n d a sso ssoc c ia te d m et etr rics.

Perf Perfor orma manc nce e and and Bud Budget get Dec Decis isio ionm nma akin king Pr Process cess E nterp rise D ec isio nm aking T h e S tra te g ic E n te rp rise ses s in te g ra te p ro g ra m p la n n in g a n d re so sou u rc e p la n n in g d u rin g th e b u d g e t p ro c e ss. T h e E n te rp rise ses s m a ke a se ser rie s of of p re lim in a ry p ro g ra m d e c isio n s in re sp o n se to c h a n g e s in fu fu n d in g , n e w p rog ram em p ha ses, an d on ong g oing p er erf for orm m an ce —d —dec ec ision s tha hat t ar are e re fle c te d in th e P O P g u id a n c e to th e C e n te rs. O n c e th e E n te rp rise o ffic e s ha h a ve re c e ive ved d th e ir C e n te rs’ b u d g e tre q u ire m e n ts in re sp o n se to th e P O P c a ll, th e y w o rk w ith th e ir L e a d C e n te rs to b a la n c e a n tic ip a te d re so u rc e s w ith a c tivitie s id e n tifie d d u rin g im p le m e n ta tio n p la n n in g . T h is w ill e n ta il in te g ra tio n a n d a d ju stm e n t o f C e n te r im p le m e n ta tio n p la n s w ith E n te rp rise c u sto m e r re q u ire m e n ts an a n d e xp e c te d re so sou u rc e s. T h e In st sti itu tio n a l P ro g ra m O ffic e s a re re sp o n sib le fo r fo rw a rd in g fu n d in g re q u ire m e n ts a n d c o rre sp o n d in g im p le m e n ta tio n p la n s fr fro m th e C e n te rs to to th e a p p ro p ria te F u n c tio n a l O ffic e s. T h is a ss ssi ist sts s th th e F u n c tio n a l O ffic e s in id e n tifyin g n e e d s fo r c o n flic ts o f a fu n c tio n a l o r in sti stitu tio n a l n a tu re . T h e F u n c tio n a l O ffic e s a re re sp o n sib le fo r a d visin g a n d m a kin g re c o m m e n d a tio n s to th th e In In stitu tio n a l P ro g ra m O ffic e s on on th e C e n te r b u d g e t su sub b m issio n s. F u n c tio n a lO ffic e re vie w s m a y al a lso b e use d to d eve lo p asso ciat ated ed p er erf for orm m a nc e m ea sur sure e s or o r ind ic at ator ors. s. E n te rp rise A sso c ia te A d m in istra to rs th e n re a llo c a te re so sou u rc e s am am ong p ro g ram s an d re vise p er erf fo rm an ce re q uirem e nt nts s as nec n ec e ssar ssary y to e stab lish p e rfo rm a n c e b a se sel lin e s. T h is in te g ra te d p a c ka kag g e o f p e rfo rm a n c e o b je c tive ves s a n d re so sou u rc e re q u ire m e n ts is su b se seq q u e n tly p ro vid e d to th e A d m in istr stra to r, th ro u g h th e O ffic e o f th e C h ie f F in a n c ia lO ffic e r. Fun ction alO ffic e Im p le m entation P la nn ing F u n c tio n a l O ffic e im p le m e n ta tio n p la n n in g d e fin e s a c tivitie s re q u ire d to im p le m e n t th e F u n c tio n a lL e a d e rsh shi ip P la n s (d (d e sc scr rib e d in S e c tio n 3 .6 ).In c o lla b o ra tio n w ith th e S tra te g ic E n te rp rise ses s an a n d C e n te rs, th e F u n c tio n a l O ffic e s en e n su sur re th a t A g e n c y ac a c tivitie s ar a re co c o n d u c te d in ac a c c o rd a n c e w ith a llsta sta tu to ry an a n d re g u la to ry re re q u ire m e n ts an a n d fid u c ia ry re re sp o n sib ilitie s.

4 .5 .2 .1

F u n c tio n a l O ffic e in itia tive ves s a re e ffo rts d e ve vel lo p e d o r sp o n so sor re d b y F u n c tio n a l O ffic e s to to m e e t n e w re q u ire m e n ts, im p ro ve a c u rre n t p ro c e ss or o r p ro c e d u re , a d a p t to e xte rn a lly im p o se sed d m a n d a te s, o r re c o g n ize e vo lvin g fu n c tio n a l st sta a n d a rd s or o r tre n d s. S u c h in itia tive s ca c an rea son a b ly b e exp ec te d to ha ve a sig nifica nt A g en cyw id e im p a ct o n p e rso son n n e l, re so sou u rc e s, o r o rg a n iza zat tio n s o u tsid e th e F u n c tio n a l O ffic e d e ve vel lo p in g o r sp o n so sor rin g th e in itia tive ve. . B e c a u se th e c u m u la tive im p a c t o f fu n c tio n a l in itia tive s o n th e A g e n c y’ s p ro g ra m a n d in sti stitu tio n a l re so u rc e s m a y b e su b st sta a n tia l, p ro p o se d fu n c tio n a l in itia tive s re re q u ire th o ro u g h A g e n c y di d isc scu u ssio n a n d re vie w p rio r to a p p ro va val l. T h e h e a d s of F u n c tio n a l O ffic e s d e ve lo p in g in itia tive s like ly to h a ve a sig n ific a n t A g e n c yw id e im p a c t o n p e rso son n n e l, re so sou u rc e s, o r o rg a n iza zat tio n s ou o u tsid e th e o rig in a tin g F u n c tio n a l O ffic e m u st m e e t w ith th e a ffe c te d o rg a n iza zatio n (s) to d e te rm in e w h e th e r a g re e m e n t o n th e in itia tive ’ s im p le m e n ta tio n c a n b e re a c h e d . If th e a ffe c te d o rg a n iza zat tio n s re re a c h a g re e m e n t, w hich m ust ha have ve the d oc ocum um en ent ted co conc ncur urr ren ence ce of the co cog g nizant In st sti itu tio n a l P ro g ra m O ffic e rs a n d /o r O ffic ia lss-i in -C h a rg e , im p le m e n ta tio n sh sha a llp ro c e e d in a c c o rd a n c e w ith th e a g re e m e n t.

4 .5 .2 .2

If a g re e m e n t is no n o t re a c h e d , th e F u n c tio n a l O ffic e sh sha a ll p re p a re a sta te m e n t o f n e e d , a lo n g w ith a n e stim a te o f th e c o sts an a n d a p ro je c tio n o f th e b e n e fits o f th e in itia tive , a n d su b m it th is s st ta te m e n t to th e C IC fo r re vie w . T h e A d m in istra tive Iss ssu u e s B o a rd se ser rve ves s a s st s ta ff to th e C IC fo r th e se re vie w s a n d m a y, fo r sig n ific a n t in itia tive s, re q u e st a m o re d e ta ile d im p le m e n ta tio n p la n , in c lu d in g , a s a p p ro p ria te , th e sc sco op e, re so sou u rc e re q u ire m e n ts (h (h u m a n ,fin a n c ia l,a n d p h ysic a l),a sc sch h e d u le ,th e im p a c t o n th e C e n te rs an a n d E n te rp rise ses, s, th e p o te n tia l im p a c t o n o th e r p ro p o se sed d o r o n g o in g a c tivitie s, a n d th e e xp e c te d re tu rn o n in ve vest stm e n t. T h e A d m in istra tive Issu ssue e s B o a rd m a y al a lso a sk th th o se E n te rp rise ses s or or C e n te rs th a t d o n o t a g re e to th e in itia tive ’ s im p le m e n ta tio n fo r th e ir a n a lyse s o f th e im p a c ts o n re so sou u rc e s, o p e ra tio n s, o r o th e r E n te rp rise seo r C e n te r-re la te d a c tivitie s.

4 .5 .2 .3

T h e C IC e n su sur re s th e in te g ra tio n o f re q u ire m e n ts w ith th e su sup p p o rt o f th e A d m in istra tive Iss ssu u e s B o a rd . T h e C IC a lso p rio ritize zes s fu n d in g to b e inc ncl lud ed in the the b ud g et g uid an ance ce d ur uri ing the an nu nual alb ud g et d eve evel lop m en t a n d re vie w c yc ycl le . If th e C IC su sup p p o rts th e in itia tive ve, , th e C IC w ill re c o m m e n d th e p ro p o sa sal lto th e A d m in istra to r fo r a p p ro va val la n d in te g ra tio n in to N A SA’ s bud b ud g et req ue uest st. Th The e C IC m ay rec rec om m en d to the A d m inistrator tha hat t the p rop osing office cr crea ea te a P rog ram C om m itm en t A g ree m en t, w h ic h w ill d e fin e th e P ro g ra m M a n a g e m e n t C o u n c il’ s re re vie w re q u ire m en ent ts. P rog ram C om m itm en ent t A g ree eem m en ent ts w illb e sig ne ned d b y the p rop osin g o ffic e A ss sso o c ia te A d m in ist str ra to r o r O ffic ia l-in -C h a rg e a n d th e A d m in istr stra to r a fte r fo rm u la tio n a n d p rio r to im p le m e n ta tio n . If th e C IC d o e s no n o t su sup p p o rt th e in itia tive ve, , th e p ro p o sin g A ss sso o c ia te A d m in istra to r o r O ffic ia l-in -C h a rg e m a y a p p e a ld ire c tly to th e A d m in istra to r.

33

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4 .5 .2 .4

R e q u ire d in itia tive ves s o rig in a tin g fro m e xte rn a l re q u ire m e n ts o r fro m th e A d m in ist str ra to r’ s d ire c tio n sh a ll b e re vie w e d b y th e C IC , w ith su p p o rt fro m th e A d m in istra tive Issu ssue e s B o a rd , fo r im p a c t a n d im p le m e n ta tio n iss ssu u e s on o n ly.

4 .5 .3

A g ency enc y Per Pe rform orm ance anc e P lan and a nd B ud g et S ub m issi ssion

4.5. 4. 5.3. 3.1 1

N A SA’ s an a n nu a lP e rfor orm m a nc e P la n int nteg eg rat ates es the p e rfor orm m a nc e p la ns p rovid e d b y th e A g e n c y’ s S tra te g ic E n te rp rise ses. s. C o n siste n t w ith G P R A re q u ire m e n ts, th is p la n in c lu d e s: a. Per Perf for orm m ance goals b . Le Level velof p er erf for orm m an ance ce to b e ach a chi ieved d ur uri ing the b ud g et year c. S p e cific n o np rog ram m at ati ic a ct cti ion s p lan ne d w ithin th th e ti tim e fram e an d fisca scal lsco scop p e of the p rop ose osed d b ud g et d . P er erf for orm m an ce ind ica tor ors s to m ea sur sure e o r ot othe he rw ise eval e valua te A g en cy p er erf for orm m an ance ce

K O O B 4.5.3.2 D N A 4. 4.5. 5.3. 3.3 3 H T N 4.5.3.4 E M E G A N A M C 4.5.3.5 I G E T A R T S 34

T h e a n n u a l g o a ls, p e rfo rm a n c e o b je c tive ves, s, a n d a sso ssoc c ia te d in fo rm a tio n in c lu d e d in th is p la n w ill b e g ro u p e d b y S tra te g ic E n te rp rise a n d C ro ssc sscu u ttin g P ro c e ss. C rossc ut utt tin g P roc ess p er erf for orm m a nc e tar arg g et ets s an a n d ind ic at ator ors s m u st b e d e ve vel lo p e d a n d u p d a te d , if n e c e ss ssa a ry, in p a ra lle l w ith th e o th e r p e rfo rm a n c e p la n n in g a c tivitie s of o f th e A g e n c y. T h e O ffic e o f th e C h ie f F in a n c ia l O ffic e r c o o rd in a te s th e in te g ra tio n o f th e A g e n c y P e rfo rm a n c e P la n , th e E n te rp rise S tra te g ic P la n s, a n d th e F u n c tio n a l L e a d e rsh shi ip P la n s w ith th e A g e n c y’ s 5 -ye yea a r b u d g e t. E a c h E n te rp rise o r F u n c tio n a l O ffic e , a s a p p ro p ria te , p re se sen n ts its re c o m m en end d ed reso esour urce ce s an d P er erf for orm m an ce P lan tar arg g et ets s to the C IC . Th e C IC sup su p p o rts th th is d e c isio n p ro c e ss a s th th e p rin c ip a l a d viso sor ry g ro u p to th e A d m in istra to r in re so lvin g A g e n c y issu e s, p rio ritizin g a c tivitie s (p (p ro g ra m s, c a p ita l in ve st stm m e n ts, a n d F u n c tio n a l O ffic e in itia tive s) s), , a n d d istrib u tin g re so sou u rc e s am a m o n g th e E n te rp rise ses. s. T h e C IC d e ve vel lo p s an a n in te g ra te d re c o m m e n d a tio n , w h ic h is th e n p ro vid e d to th th e A d m in istra to r a n d th e S e n io r M a n a g e m e n t C o u n c il. T h e A d m in istra to r’ s d e c isio n s, ta kin g in to a c c o u n t N A S A ’ s cu c u rre n t S tra te g ic P la n , fo rm th e b a sis o f th e A g e n c y’ s 55 -ye yea a r b u d g e t re q u e st a n d P e rfo rm a n c e P la n th a t a re to b e subm itted to O M B . A ll p ro g ra m p la n n in g fo r th e u p c o m in g fisc sca a l ye yea a r is up u p d a te d o r re va val lid at ated ed follow ing the sub m ission o f th e A g en cy b ud g e t to O M B . Th e E n te rp rise ses s w o rk w ith th e ir L e a d C e n te rs to to b a la n c e a n tic ip a te d re so sou u rc e s w ith p ro g ra m a n d in stitu tio n a l p la n n in g . T h is m a y e n ta il th e ad justm en ent t of C en ter Im p lem en tat ati ion P lan s, P rog ram C om m itm en t A g ree m en ent ts, an d P rog ram an d P rojec t P lan s as nec n ec essa essar ry.

4 .5 .4

C en ter Im p lem en ta tio n P lan ning

4 .5 .4 .1

C e n te r im p le m e n ta tio n p la n n in g in te g ra te s pr p ro g ra m m a tic d ire c tio n , re so u rc e s a va ila b ility, fu n c tio n a l n e e d s, a n d in stitu tio n a l c a p a b ilitie s to a c h ie ve stra te g ic p la n s. T h e C e n te r Im p le m e n ta tio n P la n s d e fin e th e re la tio n shi sh ip o f th e A g e n c y a an n d E n te rp rise stra te g ic p la n s to th e C e n te rs’m issio n s,C e n te ro fE xce xc e lle n c e re sp o n sib ilitie s,p ro g ra m -sp e c ific a ssi ssig n m e n ts, a n d sup su p p o rta c tivitie s. T h e se p la n s al a lso e n sur su re a lig n m e n to fth e in stitu tio n a l, p ro g ra m , a n d fu n c tio n a l a c tivitie s at a t th e C e n te rs w ith th e E n te rp rise (L e a d C e n te r,S u p p o rtin g C e n te r) a n d fu n c tio n a l(P rin c ip a lC e n te r) a ssig n m e n ts. T h e C e n te r Im p le m e n ta tio n P la n s sho sh o u ld b e co c o n siste n t w ith c o rre spon sp ond d ing C e nter P rog ram an and d P ro je ct P lan ans s and a nd co coo o rd ina nat ted d ur uri ing p re p a ra tio n w ith th e a p p ro p ria te F u n c tio n a l O ffic e s. T h e p la n s m u st b e u p d a te d a s ne n e c e ssa ssar ry to re fle c t c u rre n t b u d g e t a n d p ro g ra m re a litie s.

4 .5 .4 .2

In stitu tio n a l P ro g ra m O ffic e s ar a re re sp o n sib le fo r a p p ro vin g th e C e n te r Im p le m e n ta tio n P la n s, w ith th e c o n c u rre n c e o f a ll E n te rp rise A ss sso o c ia te A d m in istra to rs a sso c ia te d w ith th e C e n te r. T h e E n te rp rise A sso c ia te A d m in istra to rs ap a p p ro ve th e p e rfo rm a n c e a n d b u d g e t d e c isio n s of o f th e ir re sp e c tive C e n te rs, e n su sur rin g th a tth e C e n te r Im p le m e n ta tio n P la n s su sup p o rt th e E n te rp rise S tra te g ic P la n a n d b u d g e t in fo rc e a t th e tim e th e y are ar e issue d . T he S en ior M an ag em e nt C o un cil review s th e C en ter Im p le m e n ta tio n P la n s a n n u a lly.

4.6

Mana Manage geme men nt and and Empl Emplo oyee yee Per Perfform ormance ance Plan Planni ning ng

4 .6 .1

E nterp rise A ssoc sso cia te A d m inistrato r P erform a nc e P lans E a c h E n te rp rise A ss sso o c ia te A d m in istra to r’ s P e rfo rm a n c e P la n is exe e xec c u te d annu an nu ally, for the up co m ing yea year r, as a d oc ocum um en ent ted ag ree m en t b et etw w ee n th e A d m in istra to r a n d th e re sp e c tive E n te rp rise A ss sso o c ia te A d m in istra to r. T h is p la n n in g re q u ire m e n ta lso a p p lie s to to th e A ss sso o c ia te A d m in istra to r fo r th e O ffic e o f L ife a n d M ic ro g ra vity S c ie n c e s an a n d A p p lic a tio n s.

4 .6 .2

F u n c tio n a l O ffic e A sso ss o c ia te A d m in istra to r a n d O ffic ia l-in -C h a rg e P erf erform orm ance an ce P lans an s A P e rfo rm a n c e P la n fo fo r e a c h F u n c tio n a l O ffic e A sso ssoc c ia te A d m in istra to r a n d O ffic ia l-in -C h a rg e is al a lso e xe xec c u te d a n n u a lly, fo r th e u p c o m in g ye yea a r, as a d oc ocum um en ent ted ag ree eem m en ent tb etw ee een n the the A d m inistrator an and d the resp ec ective F u n c tio n a lO ffic e A sso ss o c ia te A d m in istr stra to r o r O ffic ia l-in -C h a rg e .

4 .6 .3

C en ter D irec to r P erform a nc e P lans E a c h C e n te r D ire c to r’ s P e rfo rm a n c e P la n is to b e e xe xec c u te d a n n u a lly as as a d o c um e nt nted ed a g re e m e n tb et etw w e e n E n te rp rise A sso ssoc c ia te A d m in istra to rs/ In st sti itu tio n a lP ro g ra m O ffic e rs a n d th e ir re sp e c tive C e n te r D ire c to rs. T h is p la n w ill in c lu d e p e rfo rm a n c e g o a ls a n d in d ic a to rs fo r th e C e n te r.

35

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C o n c u rre n c e o f o th e r H e a d q u a rte rs of o ffic ia ls m a y b e re q u ire d if th e sco p e o f th e p lan is b roa d an d as a g re ed b e tw ee n the the C e nt nter er D irec tor a n d th e E n te rp rise A sso c ia te A d m in istra to r. 4 .6 .4

K O 4.7 O 4.7.1 B D 4.7.1.1 N A H T 4.7.1.2 N E M E 4.7.2 G A N A M C I 4 .7 .3 G E T A R T S 36

In d ivid u alP erform a nc e P lans A llc ivilse ser rvic e N A S A e m p lo ye yee e s, in c lu d in g m a n a g e rs an a n d e xe xec c u tive ves, s, w ill h a ve p e rso son n a la n n u a lp e rfo rm a n c e p la n s d e ve vel lo p e d w ith th e irsu sup p e rviso sor rs. T h e se p la n s w illn o t o n ly b e c o n siste n t w ith a llp e rtin e n t N A S A d ire c tives, ve s, b u t a lso e xp lic itly su su p p o rt th e o ver ve ra ll stra te g ic g o a ls of o f th e A g e n c y. T h e p e rfo rm a n c e p la n s w ill se ser rve a s th e re fe re n c e d o c u m e n ts fo r th e a n n u a l p e rfo rm a n c e a p p ra isa sal ls of o f a lle m p lo ye yee e s, m a n a g e rs, a n d e xe xec c u tive ves. s.

Implem lementation in th the Op Operating Year P re p ara tio n an a nd Tra nsm ission of o f an O p e ra tin g P lan A s a p a rt o f th e b u d g e t p la n n in g c yc ycl le , a n d in a n tic ip a tio n o f re c e ivin g n e w o b lig a tio n a l a u th o rity fro m c o n g re ss ssi io n a lly e n a c te d a p p ro p ria tio n s, th e A g e n c y p re p a re s a d ra ft o f a d e ta ile d o p e ra tin g p la n . T h is d ra ft d o c um en ent ts pr p rog ram m atic cha c hang ng es tha hat t ha have ve occ o ccur urr red sinc nce e the sub m ission o f th e P re sid e n t’ s b u d g e t, a n d it id e n tifie s a n y a sso sso c ia te d c h a n g e s in th e re so sou u rc e s re re q u ire d to im p le m e n tth e p ro g ra m fo r th e u p c o m in g fisc sca a lye yea a r. A fte r C o n g re ss e en n a c ts th e A g e n c y’ s ap a p p ro p ria tio n fo r th e o p e ra tin g ye a r, th e d ra ft o p e ra tin g p la n is m o d ifie d to re fle c t a n y c o n g re ss ssi io n a lly d ire c te d c h a n g e s c o n ta in e d in th e a p p ro p ria tio n s o r a u th o riza zat tio n b ills. T h is in itia lo p e ra tin g p la n is th th e n sig n e d b y t th h e A d m in istra to r a fte r c le a rance an ce from O M B an and d sen sent t to N A S A ’ s co ng ression al co m m ittee ees. s. A p p rop riation s or o r A utho rizat za tion Im p ac t on the P e rform a nc e P la n In th e e ve n t th a t N A S A ’ s a p p ro p ria tio n s a n d a u th o riza tio n b ills r re e q u ire c h a n g e s to th e p ro g ra m s or o r p ro g ra m fu n d in g th a t, in tu rn , re q u ire c h a n g e s to th e p e rfo rm a n c e ta rg e ts in c lu d e d in th e fin a l P e rfo rm a n c e P la n fo r th e o p e ra tin g ye a r, N A S A w ill re vise th e p la n to re fle c t th o se c h a n g e s. T h e re vise sed d fin a l P e rfo rm a n c e P la n m u st b e c le a re d b y th e E xe c u tive O ffic e o f th e P re sid e n t p rio r to tra n sm itta l to C o n g re ss ss, , a fte r w h ic h p ro g ra m p la n n in g th a t is a ffe c te d d u rin g th is b u d g e t d e lib e ra tio n and an d ap p rova oval lp roc ess is up u p d at ated ed . O p erat erating P lan A d justm ent en ts A s n e c e ssa ry d u rin g th e p e rio d o f th e a p p ro p ria tio n ’ s a va ila b ility f fo or o b lig a tio n , N A S A p ro vid e s n o tic e to th e E xe xec c u tive O ffic e o f th e P re sid e nt a nd C o ng ress o f m at ater eri ia l c ha ng es in p rog ram p lan s an d fu n d in g a llo c a tio n s. T h e se n o tific a tio n s en e n a b le N A S A to ke kee e p a llp a rtie s a p p ro p ria te ly ad a d vise sed d o f n e w d e ve vel lo p m e n ts an a n d re c e ive in re tu rn th e ir ad vice a nd co nse nsent nt. .

CHAPTER 5 PERFORMANCE PERFORM ANCE EVALUA EVALUATION TION 5.1

Perfo rforma rmance Evaluation Process W h e th e r N A S A is su s u c c e ssfu l in c a rryin g o u t its m issio n s is d e te rm in e d b y th e A g e n c y’ sa ab b ility to m e e to r su rp a ss t th h e g o a ls o ou u tlin e d in its s st tra te g ic a n d p e rfo rm a n c e p la n s. N A S A u se ses s ob o b je c tive a n d ve ver rifia b le p e rfo rm an ce m et etr ric s, re g ular m a na g em en t insig ht an d revie w p roc e sses, o r c o m p a ra b le to o ls to a sse ssess ss its p e rfo rm a n c e a t a ll le ve vel ls—A g e n c y, S tra te g ic E n te rp rise s, F u n c tio n a l O ffic e s, C e n te rs, C ro ss ssc c u ttin g P ro c e sse sses, s, p ro g ra m s an a n d p ro je c ts, a n d th e in d ivid u a l e m p lo ye yee e. E ach le ve l p a rtic ip a te s in se ttin g p e rfo rm a n c e ta rg e ts, e va lu a tin g p e rfo rm a n c e a g a in st th o se ta rg e ts, a n d re p o rtin g th e re su sul lts. If p e rfo rm a n c e m e a su sur re s ar a re c a re fu lly an a n d th o u g h tfu lly ch c h o se sen n a n d a p p lie d , th e a n n u al p e rfor orm m a nc e eval e valua tio n b ec o m es one o ne of ou r m o st im p or ort tan t w a ys of id e n tifyin g p ro b le m a re a s an a n d o p p o rtu n itie s fo r b e tte r m a n a g e m e n ta n d g re a te r o rg a n iza tio n a le ffe c tive n e ss (s (se e F ig u re 5 – 1 ).

5.2

5.2. 5. 2.1 1

Age Agency An Annual GP GPRA Pe Perfo rforma rmance Re Report and Other External Reporting Requirements Th e ext exter ern n al re p or ort tin g re q uired b y N A S A ’ s p er erf for orm m an c e e valua tion p ro c e ss is e xt xte e n sive ve. . T h e u n d e rlyin g p rin c ip le is th a t th e p u b lic a n d e le c te d F e d e ra l o ffic ia ls a re e n title d to a ss ssu u ra n c e s th a t a p p ro p ria tio n s

Fig ure 5–1. –1 . P erform a nc e E val va luation

Start

Centers

Enterprises/ Institutional Program Offices

Report Performance Results

Report Performance Results

Agency Functional/Staff Offices Report Performance Results

Independent Advisory Groups (NAC, ASAP, OIG)

Chief Financial Officer

Verify and validate Performance Results

Develop the Agency Performance Report

Submit Agency Performance Report to the Administrator for approval

No

Approve?

Yes Submits to Office of Management and Budget

End

37

N O I T A U L A V E E C N A M R O F R E P

re q u e ste d a n d re c e ive ved d h a ve b e e n , a n d w illc o n tin u e to b e , sp e n t ju d ic io u sly, e ffic ie n tly, a n d e ffe c tive ly fo r a p p ro ve d g o a ls a an n d m issi ss io n s. A c c o rd in g ly, th e N A S A a n n u a l P e rfo rm a n c e R e p o rt o n its fisc sca a l o p e ra tio n s o f th e p a st fisc sca a l ye yea a r in c lu d e s c o n sid e ra b le d isc scu u ss ssi io n o f p la n s a c c o m p lish she e d a n d re su sul lts ac a c h ie ve ved d . In a d d itio n , o f c o u rse se, , th e a n n u a l b u d g e tfo rm u la tio n a n d ju st sti ific a tio n p ro c e ss re q u ire s th e lin ka kag g e o f p e rfo rm a n c e p la n s to to re q u e ste d b u d g e ts, a s w e ll a s ju st sti ific a tio n fo r th e a c q u isitio n o f c a p ita la sse ss e ts. 5 .2 .2

K O O 5.3 B D 5.3.1 N A H T N E M E G A 5. 5.3. 3.2 2 N A M C 5. 4 I G E T A R T S 38

In fo rm a tio n d e ve vel lo p e d fo r N A S A ’ s pe p e rfo rm a n c e -re p o rtin g o b lig a tio n s m a y b e u se sed d a s w e ll to c o m p ly w ith a d d itio n a l re p o rtin g re q u ire m e n ts, suc su c h a s th e C h ie f F in a n c ia l O ffic e rs A c t, th e F e d e ra l M a n a g e rs F in a n c ia l In te g rity A c t, a n d th e A d m in ist str ra to r’ s P e rfo rm a n c e R e p o rt to th e P re sid e n t.

External Reviews M uch of N A S A ’ s suc su c c e ss in c a rryin g o u t its m issio n s re re su sul lts fro m its c lo se w o rkin g re la tio n sh ip s w ith re se a rc h e rs in u n ive rsitie s an a n d o th e r n o n g o ve ver rn m e n t o rg a n iza tio n s, in c lu d in g th e N a tio n a l R e se a rc h C o u nc il’ s S p a ce S tud ie s B oa rd an d A er ero o n au tic s and a nd S p ac e E n g in e e rin g B o a rd , a n d w ith in d u stry. A ll o f th e se re la tio n sh shi ip s c o n trib u te to p la n n in g a n d e va val lu a tin g N A S A ’ s e xp lo ra tio n o f sp a c e w h ile kee ke e p in g th e U n ite d S ta te s on o n th e fo re fro n t o f a e ro sp a c e te c h n o lo g ie s. T h e se d ive ver rse c o m m u n itie s un u n d e rsta n d th e va var rie d n a tu re o f N A S A ’ s c h a lle n g e s an a n d a re w e ll p o sitio n e d to a sse ss its p ro g re ss in m e e tin g th em . N A S A also m aint nta a in s a b ro ad an d d iver verse se syste m o f ad visor sory y co m m ittee s un u n d er the Fe d er era a lA d visor sory y C o m m ittee A c t, w hich in clu d es the N A S A A d visor sory y C ou nc il an d its sub co m m ittee s and an d the A er erosp osp ac ace e S af afet ety y A d visor sory y P a ne l, c re at ated ed b y C o ng ress. T he A g en cy u ses the the se a d viso sor ry g ro u p s to to o b ta in e xte rn a l in p u t to its st s tra te g ie s a n d p e rfo rm a n c e p la n n in g a n d e va val lu a tio n a c tivitie s. S om e ot o the r Fe d er eral al ag en cies (suc (such h as a s the E nviron onm m en tal P rot otec ect tion A g e n c y, th e G e n e ra l A c c o u n tin g O ffic e , th e O c c u p a tio n a l S a fe ty a n d H e a lth A d m in istra tio n , a n d th e S m a ll B u sin e ss A d m in istra tio n ) a re e n tru ste d b y C o n g re ss to a ssu re th a t c e rta in g o ve ver rn m e n ta l a c tivitie s c o m p ly w ith F e d e ra l la w s an a n d re g u la tio n s fo r w h ic h th o se a g e n c ie s h a ve p rim a ry ju risd ic tio n .

Inde Indepe pend nden entt Val Valid idat atio ion n of Per Perfo form rman ance ce Mea Measu surres N A SA’ s pe p e rfo rm a n c e m e a su sur re s w ill b e su s u b je c te d to in d e p e n d e n t va val lid a tio n b y o rg a n iza zat tio n s, in c lu d in g th e G e n e ra l A c c o u n tin g O ffic e , N A SA’ s O ffic e o f In sp e c to r G e n e ra l, a n d o th e r c o g n iza zan n t e n titie s. P e rio d ic in d e p e n d e n t a u d its m a y al a lso b e c o n d u c te d b y ou tsid e re re g istra rs to to a c h ie ve IS O 9 0 0 1 c e rtific a tio n fo r N A S A ’ s p rin c ip a lp ro c e ss sse e s.

5.5

Edu Educati cation on,, Tra Train inin ing g, an and Rew Rewa ards in Stra Strate tegi gic c Management Th e O ffice of H um an R esou rce The ces s an d E d uc ucat ati ion d evelop s A g en ency cy p olic y fo fo r e m p lo ye e tra in in g p e rta in in g to th e g e n e ra lp rin c ip le s o fst str ra te g ic m an anag ag em en ent t,G P R A ,N A S A ’ s st strateg ic m an anag ag em en ent tp roc ocess, ess,the N A S A S trat ateg eg ic P lan , p er erf fo rm an c e p la nn ing a nd m ea sur sure e m en t, an d the im p o rta n c e o f a lle m p lo ye yee e s to to N A S A ’ s su s u c c e ss ss. . T h is o ffic e a lso d e ve vel lop s A g en cycy-l leve l p olicy and a nd g u id an ce re g ar ard d ing a w a rd s and an d ot othe he r fo rm s of o f re c o g n itio n th a t fo ste r a n d re w a rd e xc xce e p tio n a l e m p lo ye yee e a c h ie ve vem m e n ts an a n d c o n trib u tio n s to w a rd th e a c c o m p lish shm m ent of N A S A ’ s stra te g ic m issio n a n d p e rfo rm a n c e ta rg e ts.

39

N O I T A U L A V E E C N A M R O F R E P

APPENDIX A DESIGNATED CENTER MISSION AREAS AND CENTERS OF EXCELLENCE For th e m ost curre nt listing s for this ap a p p e nd ix, p le ase re fer to the on lin e version of N P G 1000.2.

Center

Mission Area

Area(s) of Excellence

A m e s R es e se a rc h C e n te r

A vi via tio n O p er era tio n s S ystem s and A strob iolog y

In fo rm a tio n Technolog y

D ryd en en Fl Flig ht ht R es e se a rc h C e n te r

F lig ht ht R es e se a rc h

A tm o sp he he ric Fl Flig ht ht O p e ra tio n s

G od d ar ard d S p ace Flig ht C e n te r

E ar art th S cienc e and P hysics a n d A stro n o m y

E ar art th S cienc e and P h ysic s a n d A strono m y

G lenn R esearch C enter

A erop rop ulsion and A er erospa ospa ce P ow er S ys yst tem s R esear esearch ch and Tech nolog y

Tur urb b om achiner nery y

Jet Pr Propul opulsion Laborator ory y

Plan anet etar ary y Scienc ence e and and E xp lo ra tio n a n d In stru m e n t Tec echn hn olog y

D eep Space Sy Sys stem s

Johns ohnson on Sp ace C enter

H um an Exploration and A stro M at a te ria ls

H um an O per perat ations in S p ace

K e n n e d y S p a c e C en e n te r

S p ace Launch

L a u n c h a n d P a ylo a d P roc essing S ystem s

Langl La ngley R es esea ear rch C en ent ter

A irfram e Sy Sys stem s an and d A tm o sp he h e ric S ci c ie n c e

Struc uct ture an and d M a te ria ls

M a rsh a llS p a ce ce F lig h t C e n te r

S p ac a c e Tra n sp sp o rta tio n S yste m s D e ve lo p m e n t, M icr crog og ra vity and a nd S p ac e O p tic s, a n d M a n u fa c tu rin g Tec echn hn olog y

S p ac a c e P ro p ul ulsio n

Stennis Space C enter

R ock ocket et Pr Propul opulsion Tes Test ting a nd nd C o m m e rc ia lR e m o te S en sing

R ock ocket et Pr Propul opulsion Te st stin g S ys yste m s

41

A X I D N E P P A

APPENDIX B PRINCIPAL CENTER DESIGNATIONS For th e m ost curre nt listing s for this ap a p p e nd ix, p le ase re fer to the on lin e version of N P G 1000.2.

Functional Area

Center/HQ Code

C onduct of A g ency Indep endent A sses ess sm ents and P rogr ogram am E va val lu a tio n s P re fe rre d N A S A Te c h n ic a lS ta n d a rd s E n g in e e rin g E xc e lle n c e In itia tive In te llig e n t S yn th e sis E n viro n m en ent In te llig e n t S yste m s E E E P a rts a n d P a c ka g in g N at a tio n a lC en e n te r fo r A dv d va n c e d M a n u fa c tu rin g IT B u sin e ss C a se R e vie w S ci cie n tific a n d Te Te c h n ic a lIn fo rm a tio n P ro g ra m P rinting M ana g em ent and For Form m s and M ailO fficer Fun ctions Pri Pr incipal C enter for Infor orm m ation Technol Technology Secur Securi ity P rinc nci ip al C en ent ter for P C W or orkst kstation H ar ard d w ar are e an d S oftw ar are e N A S A A utom ated D ata P rocessing C onsolid ation C enter (N A C C ) P ri rin c ip al a lC e n te r fo r C o m m u n ic a tio n s A rc hi hite c tu re O u tso u rc in g D e skto p In itia tive fo r N A S A (O (O D IN ) S ustaining E ng r. S up p or ort t for A g en cyw id e A d m in. Syst Sys tem s (SE SA A S) A g e n c y P a yro ll In te rn a tio n a lTra ve la n d P C S Vo V o u c h e r P ro c e ssin g Integ rated FinancialM anag em ent (IFM ) S ys yst tem C ontract M a n a g em em ent IF M S yste m P ro je c t M a n a g e m e n t IF M S yste m Tra in in g O ffic e IF M S yste m O p e ra tio n s IF M S yste m Tra n sitio n M an an a g e m en en t P ro g ra m O ve v e rsig h t a n d C os ost E stim a tin g E a rn e d V a lu e M a n a g e m e n t G o ve ve rn m e nt nt Tra ve ve lC h ar arg e C a rd P ro ro g ra m C o or ord in at ato r C on trac to r Fina nc ial M a na g em en t R ep o rting (Fo rm 53 3 C ost R ep or ort ting ) D e fe n se C o n tra c t A d m in istra tive S e rvic e F in a n c ia l M anagem ent Sup por port t H um an R es esour ources A utom ated S ystem s (N PP S, C A PP S, N TD S , C T D S ) D ru g -fre e W o rkp la ce ce L ab ab or o ra to ry A n al alysis S er ervic e s E m p lo ye e R e lo c a tio n S e rvic e s

LaR C /A E M S F C /A E M S F C /A E L a R C /A F A R C /A F JP L /A E M S F C /A F L a R C /A O L a R C /A O G S FC /A O A R C /A O G R C /A O M S FC /A O and M M S FC F C /A O G S FC FC /A O M S FC /A O M S F C /B JS C /B G S FC /B M S F C /B M S F C /B a n d F M S F C /B JS C /B L a R C /B M S F C /B L aR aR C /B JS C /B M S F C /B M SFC /B and F K S C /F K S C /F

43

B X I D N E P P A

Functional Area

Center/HQ Code

A g e nc n c yw yw id e H u m a n R e so u rc es es O p er e ra tio ns ns A c tivitie s S p a c e lin k A c a d e m y o f P ro g ra m /P ro je c t L e a d e rsh ip N A SA’ s C o n tra c tin g In te rn P ro g ra m A g e n c y B a n kC a rd P ro g ra m N A S A’ A’ s A cq c q u isitio n In te rn e t S e rvic e (N A IS ) E le c tro n ic C o m m e rc e a n d In te g ra tio n E nvironm ental Infor orm m ation R esource M anag em ent S up p or ort t R e c yc lin g a n d A ffirm a tive P ro c u re m e n t N A S A A cq cq u isitio n P o llu tio n P re ve n tio n (A P 2 ) N A S A O p e ra tio n a lE n viro n m e n ta lTe a m (N O E T ) N A S A O n lin e D ire ct ctive s In fo rm a tio n S ys yste m (N O D IS ) C e n te r D ire c tive s M an a n a g e m en e n t S yste m A g en e n c yw id e Tra ve lS er ervic e s C o n tra c t/O ve rsig ht ht E xc e ss E q u ip m e n t R eu eu tiliza tio n S c re e n in g Log istics B usiness S ystem s O p er erat ations and M aintenance S p e c ific a tio n s K ep ep t In ta c t (S P E C S IN TA TA C T) T) F a c ility P ro je c t M a n a g e m e n t S yste m (F P M S ) P ro c e ssin g W a g e D e te rm in a tio n s E xtra n e t fo r S e c u rity P ro fe ssio n a ls T h re a t A n a lysis a n d D isse m in a tio n S ec e c u rity/L a w E nf n fo rc e m e n t S ta n d ar a rd s a n d Tr Tra in in g C om m unication ons s Security/Electronic K ey M ana anagem gem ent H ig h D e fin itio n Te le visio n S ch ch e d ul ulin g A st stro n a u ts fo r P ub ub lic A p pe p e a ra n c e s F ire S u p p o rt P ro te c tio n P ro g ra m S o ftw a re A ssu ra n c e M e tro lo g y a n d C a lib ra tio n R a n g e S a fe ty N o n -D e stru c tive E va lu a tio n O c c u p a tio n a lH e a lth P ro g ra m

A R C /F M S F C /F L a R C /F K S C /H a n d C P L a R C /H M S F C /H /H M S F C /H G R C /JE K S C /JE K S C /JE M S F C /JE G S F C /JM A R C /JM G S FC FC /JG L a R C /JG M S FC /JG K SC S C /JX K SC S C /JX G S F C /JR A R C /JS JS C /JS K S C /JS K SC /JS M S F C /M JS C /P K S C /Q A R C IV & V /Q K S C /Q K S C /Q L a R C /Q K S C /U

K O O B D N A H T N E M E G A en ter key: A R C —A m es R esearch C enter er; ; G S FC —G od d ar ard d S p ace Flig ht N CC ent en ter er; ; G R C —G len n R e sea rch C en ter er; ; JP L—Je L—Jet t P ro p ulsion La b or orat ator ory; y; A JSC —J —Johnson ohnson S p ace C enter er; ; K S C —K enne d y Sp ace C enter er; ; LaR R C —La —Lang ng ley R ese esear arch ch C en ter er; ; M S FC —M ar arsha shal llS p ac e F lig ht C en ter er; ; an d MILa V & V —In d e p e n d e n t V e rific a tio n a n d V a lid a tio n . C H Q C ode key: hiefE ng ineer;A F—C hiefTec Technolog ist;A O —C hiefInform ation I O fficer;B —Oeyf:ficAeE —C ofthe C hiefFinancialO fficer;C P —H ead q uarters H um an R esou so urces G M an anag ag em en ent tD ivision on; ;F—O ffice of H um an R eso esour urce ces s and a nd E d uc ucat ation on; ;H —O ffice of ocur urem em en ent t;JE JE—E —Envi nviron onm m en ent talM an anag ag em en ent tD ivision on; ;JG —Lo —Log g istics M an anag ag em en ent t E P roc anag em entA sse ssessm ssm entD ivision;JR —Ind ustrialR elations O fficer;JS— JS — T OS effcicuer;ityJMM —M anag em entO fficer;JX —F —Fa acilities En E ng ineering D ivision;M —O ffice ofS p ace A Flig ht;P —O ffice ofP ub lic A ffairs;Q —O ffice ofS afety an a nd M issi ssion A ssu ssurance;and R U —O ffice ofLife and M icrog ravity S ciences aannd A p p lications. T S 44

APPENDIX C LEAD CENTER PROGRAM ASSIGNMENTS For the m o st curre nt listin g s for this a p p end ix, p le ase re fe r to the o nline ver ve rsio n of N P G 1000.2.

Human Exploration and Development of Space G ra vita tio n a lB io lo g y a n d E Ec c o lo g y B io m e d ic al alR e se se ar arc h an an d C o un un te rm e as asu re s A d va n c e d H u m a n S u p p o rt Te c h n o lo g y M ic ro g ra vity R e se a rc h C ent enter er S p a c e P ro d u c t D ev e ve lo p m e n t S p a c e S h u ttle In te rn a tio n a lS p a c e S ta tio n S p a c e O p e ra tio n s P a ylo a d C ar arrie rs a n d S u p p o rt R o c ke ket t P ro p u lsio n Testin g A cquisition an and d M an anagem agem en ent t of Ex Expenda pendabl ble La un ch Ve hicle La un ch S er ervi vice s

A m e s R es e se a rc h C e n te r Jo hn hn so so n S p ac a c e C e nt nte r Jo h n so n S p a c e C e n te r M ar a rsh a llS p a c e F lig h t M a rsh a llS p a c e F lig h t C en en te r Jo h n so n S p a c e C e n te r Jo h n so n S p a c e C en en te r Jo h n so n S p a c e C e n te r K e n n e d y S p a c e C en en te r S te n n is S p a c e C e n te r K en enne nedy dy Space C en ent ter

Earth Science E ar art th O b ser servi ving S ystem s— s—A A tm osp he her ric P hysics and Lan d S ur urf face s E ar art th O b serving S ys yst tem s— s—O O ceano g rap hy and S o lid E a rth S c ie n c e ) E ar art th O b ser servi ving S ystem s— s—A A tm osp he her ric C he hem m istry E a rth P ro b e s—JP L E a rth P ro b e s—G od o d d a rd E ar arth Sc S c ie n c e Te Te c h n o lo g y P ro g ra m G e o sta tio n a ry O p e ra tio n a lE n viro n m e n ta l S a te llite s (G (G O E S ) P o la r O p e ra tio n a lE n viro n m e n ta lS a te llite s (P O E S ) C o m m e rc ia lR e m o te S e n sin g N e w M ille n n iu m M issio n s E O -1 /E O -2 N e w M ille n n iu m P ro g ra m

G od oddar dard d S pace Flig htC enter Jet P rop ulsion Lab or orat ator ory y La ng ley R esea rch C en Lang ent ter Je t P ro p u lsio n L a b o ra to ry G od d ard S p ace Flig htC enter G od d ard S p ace Flig htC en e nter G od d ar ard d S p ac ace e Flig ht C en ent ter G od d ard S p ac ace e Flig ht C en ent ter S te n n is S p a c e C e n te r G od da dard S pa pace Flig ht htC enter Je t P ro p u lsio n L a b o ra to ry

Aero-Space Technology A irfram e Sys System s R es esear earch and and Tech Techno nol logy A vi via tio n S yste m C ap a p a c ity P ro g ra m A via tio n S a fe ty P ro g ra m H igh P er erf for orm m ance C om puting & C om m unication P rop ulsion S ystem R esea esear rch an and d Tec echn hnol olog y U ltra Efficient Eng ine Techn Technol ology Pr Progr ogram am

Langley R es Langl esear earch C enter A m e s R es e se a rc h C en e n te r L a n g le y R e se a rc h C e n te r A m es R es esear earch C enter G len enn n R esea rch C en ent ter G lenn R es esear earch C enter

45

C X I D N E P P A

A vi v ia tio n O p er e ra tio n S ys yste m s R e se se ar arc h an an d Tec echn hn olog y Flight R es esear earch R es esear earch and and Tech Technol nology C ent enter er Infor orm m ation Techno log y R esear esearch ch a nd Tech nolog y R otor orcr craf aft R esea rch an and d Tec echn hnol olog y S m a llB u si sin es ess In no no va va tio n R e se se ar arc h / S m a llB u sin e ss Tec Te c h n o lo g y Tra Tra n sfe r P ro g ra m X-33 X33 A dvanced Technol Technology D em ons onst trator F u tu re X -P a th fin d e r P ro g ra m A dva dvance nced d Sp ace Tr Trans anspor port tation Progr Program am

K Space Science O M ars E xp xp lo ra tio n R o b ot otic M issio n s O N ew M illennium D eep S pace S ystem Pr Progr ogram am u b b le S p a c e Te le sc o p e P ro g ra m B H ub C ent enter er D C handr handra a X-R X-R ay O bservator ory y (C X O ) Pr Progr ogram am e-B B (G P -B ) (R elativity M iss ssi ion) N G ravity P rob eS tra to sp h e ric O b se ser rva vat to ry fo r In fra re d A A strono m y (S O FIA ) Infrar ared ed Telescope Facility (S (S IR TF) H S p ace Inf C a ssin i T E xp lo rers P rog ra m rth -O rb itin g S p a c e Sc S c ie n c e M issio n O p e ra tio n , N E ainc lud ing A d van vance ce d S p ac ec raf aft t for C osm olog y E and A strop hys hysi ics, C om p ton G am m a R ay ser rva vat to ry, F a st A u ro ra lS n a p sh sho o t E xp lo re r, M OG be ose ta il, In te rn a tio n a lU ltra vio le t E xp lo re r, P o la r, E R oe ntg en S a te llite , R oss ssi iX -ra y T im in g E xp lo re r, m a lou s an d M a g ne tosp h er eri ic P a rticle G SE oxplalorrAeno r (S A M P E X ), S o la r a n d H e lio sp h e ric A O b ser servat vator ory y (S O H O ), W ind , an and d Yoh Yohkoh koh o n a lC o lla b o ra tio n o n N o n -U .S . P h ys ysi ic s N In taenrndaAtist ro n o m y M issio n s, in c lu d in g E q u a to r-S , A C luste r II, X -ray S p ec trosc sco o p y M iss ssi io n , nter nt erna na tion al G am m a R a y A stro p hysic s M ILa Lab b or orat ator ory y (IN TE G R A L) L), , A S TR O -E , an and d X-G G am m a C Spectrum X I Manage Strategically Process G Fin an an ci cia lM a na na g em em e nt nt P ro ro g ra m E In te g ra te d Fi T A R T S 46

A m e s R e se a rc h C e n te r D ryden Fl Flight R es esear earch A m es R esear esearch ch C ent enter er A m es R esea esear rch C en ent ter G od da d ard Sp S p ac ace Flig ht htC enter M arshallSp ac ace e Fl Flight C en ent ter M a rsh a llS p a c e F lig h t C en e n te r M arsha hal llSpac Space e Fl FlightC en ent ter

Je t P ro p ul u lsio n L a b or o ra to ry Jet Pr Propul opulsion Laborat Laborator ory y G o d d a rd S p a c e F lig h t M arshallSp ac ace e Flight C en ent ter M arshallS p ace Flig ht C enter A m e s R e se sea a rc h C e n te r Jet P rop ulsion Lab or orat ator ory y Je t P ro p u lsio n L a b o ra to ry G od d ard S p ace Flig htC enter G od d ar ard d Sp ac ace e Flig ht C en ent ter

G od d ar ard d S p ac ace e Flig ht C en ent ter

N A S A H e ad ad q u ar arte rs

APPENDIX D NASA POLICY DIRECTIVES (NPD) AND NASA PROCEDURES AND GUIDELINES (NPG) Th e m ost rec The ecen ent t ver versi sion ons s of N A S A P olicy D irec ect tives an d N A S A P roc oced ed ur ures es a nd G u id e lin e s ca c a n b e fo u n d a t: http ://no d is.hq .n asa. sa .g ov/Lib ra ry/p roc esse sse s.htm l

47

D X I D N E P P A

APPENDIX E NATIONAL AERONAUTICS AND SPACE ACT OF 1958, AS AMENDED Fo r m o st rec en t (a m en d ed ) ver versi sion o f the N a tio na lA er eron on au tics an d S p a ce A ct o f 1 9 5 8 , c o n su lt: http ://w w w .hq .na sa. sa .g o v/office /p a o/H istory/am en d ac t.htm l

49

E X I D N E P P A

APPENDIX F GOVERNMENT PERFORMANCE AND RESULTS ACT OF 1993 Fo r the m o st rec en t ver versi sion o f the G o ver vernm nm e nt P e rfor orm m a nc e a nd R esu lts A ct o f 1 9 9 3 , c o n su sul lt: h ttp ://w w w .w hiteho eh o use. use .g ov/O M B /m g m t-g p ra /

51

F X I D N E P P A

N a tio n a lA e ro n a u tic s an and S p a c e A d m in istra tio n W ashing ton, D C 205 46

NASA Strategic Project Management Handbook

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