# Presentation: 524102

## eNASA

- June 1, 2001

**DRAFT**

**eNASA**
***Enhancing Mission Success Through Seamless, Community-focused Electronic Service Delivery***

*This document is confidential and is intended solely for the use and information of the client to whom it is addressed.*

** ****PRELIMINARY DRAFT**

## Table of Contents

- Background
- eNASA Methodology
- Strategic Goals
- Recommendations
- Conclusions

** ****PRELIMINARY DRAFT**

## Background

** ****PRELIMINARY DRAFT**

## Past: NASA Has Evolved With the Changing World

**Past: NASA Has Evolved With the Changing World**

**NISN**
- Consolidated telecommunications resources

**Operations and Infrastructure Evolutions**

**NACC**
- Consolidated data center

**Agency Evolutions**

**IFMP**
- Integrated accounting systems

**CSOC**
- Consolidated spacecraft operations

**Enterprises Established**

**Strategic Management Framework**

**GPRA**

**ISO 9000**

**IFMP Restructures**

**ZBR**

**First Agency-wide Strategic Plan**

**NIAT**

**Background – NASA’s Experience**

## 
Lessons learned from past experiences

Leverage appropriate core capabilities to facilitate mission success

Balance government insight and oversight

Identify and utilize synergies between services for successful consolidation

Implement effective communication and change management plans

Involve stakeholders throughout the planning and execution

Align strategic goals and objectives with appropriate measures of success

**Lessons learned from past experiences**
- Leverage appropriate core capabilities to facilitate mission success
- Balance government insight and oversight
- Identify and utilize synergies between services for successful consolidation
- Implement effective communication and change management plans
- Involve stakeholders throughout the planning and execution
- Align strategic goals and objectives with appropriate measures of success

**Background – NASA’s Experience**

**Past: NASA Has Evolved With the Changing World**

## Present: Internal and External Pressures for Change

**Present: Internal and External Pressures for Change**

**Shrinking Budgets**

- Technology Advances

- New Administration

- Government
- Policy

- Demands by Partners

- Public Expectations

**Background – Pressures for Change**

## Present: Internal and External Pressures for Change

- New Administration is...
- Customer focused
- Results oriented
- Market based
- Partners are More Demanding
- Increased ability to interact electronically
- Technology Allows for Greater Improvements
- Change from mainframes to pcs
- Recent Government Policies Require Increased Accountability
- OMB Circular A-130 on Management of Federal Information Resources - Feb 8, 1996
- IT Management Reform Act (Clinger-Cohen) - Feb 10, 1996
- Paperwork Reduction Act of 1995
- General Public Wants Results
- > 225 billion hits on NASA web pages per month

- NASA Budget is Not Growing
- 2002 budget only 1.8% increase from 2001
- IT spending for 2002 near 2000 levels
- Business Models are Evolving
- Shift to customer focused environment
- Move to shared services delivery
- Greater consolidation of functions
- Desire for anywhere, anytime availability
- Leadership & Management is Changing
- Next generation of leaders learning on the job
- Workforce is Aging
- Average NASA employee is 45 years old
- 30% of NASA’s employees are eligible for regular or early retirement
- Management of Projects and Programs has Evolved
- More collaborative teams
- Working across enterprises

**Internal Pressures**

**External Pressures**

**Present: Internal and External Pressures for Change**

**Background – Pressures for Change**

## Future: eNASA is the Next Step in Evolution

**eNASA Strategic Goals**

**Manage Infrastructure**
**and**
**Shared Services**

**Deliver**
**Community-Focused**
**Quick Wins**

**Background **

**Future: eNASA is the Next Step in Evolution**

**Provide customer-focused capabilities**
**Leverage knowledge & capabilities**
**Transform business processes**
**Implement an environment that provides**
**  ****- Anywhere, anytime, availability**
**  ****- Security**
**  ****- Scalability**

**Background – eNASA**

## Provide customer-focused capabilities
Leverage knowledge & capabilities
Transform business processes
Implement an environment that provides:
Anywhere, anytime, availability
Security
Scalability

**Potential Benefits**

- Provide customer-focused capabilities
- Leverage knowledge & capabilities
- Transform business processes
- Implement an environment that provides:
- Anywhere, anytime, availability
- Security
- Scalability

- More effective use of resources
- Greater public understanding & support
- Increased ability to communicate with each other
- No need to reinvent the wheel
- Cost savings

- eNASA is an Agency-wide strategic planning initiative sponsored by NASA’s CIO for delivering value-added electronic services & information to NASA’s key communities:  Partners & Suppliers, Virtual Teams, Employees, and the Public

**Mission Statement**

**Future: eNASA is the Next Step in Evolution**

**Background – eNASA**

## Slide 10

## eNASA Methodology

- eNASA Approach
- Corporate Experience
- Communities

** ****PRELIMINARY DRAFT**

## eNASA Strategic Goals

**eNASA Strategic Goals**

**Provide customer-focused capabilities**
**Leverage knowledge & capabilities**
**Transform business processes**
**Implement an environment that provides**
**  ****- Anywhere, anytime, availability**
**  ****- Security**
**  ****- Scalability**

***eNASA Team Approach & Members***

**Manage Infrastructure**
**and**
**Shared Services**

**Deliver**
**Community-Focused**
**Quick Wins**

** ****PRELIMINARY DRAFT**

## eNASA Methodology

- eNASA Approach
- Corporate Experience
- Communities

** ****PRELIMINARY DRAFT**

## eNASA Team Members Developed an eNASA Strategy & Roadmap

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

**eNASA Teams – eNASA Team Approach & Members**

## eNASA Team Members Developed an eNASA Strategy & Roadmap 

- HQ/AS, GRC, Meg Tuma
- HQ/B, Richard Brozen
- HQ/B, Rosemary Gregory
- HQ/F, Joe McElwee
- HQ/F, Shelly Canright
- HQ/H, Ken Stepka
- HQ/J, Ali Montasser
- HQ/M, Chris Burroughs
- HQ/M, Patrick Kelly
- HQ/P, Brian Dunbar
- HQ/Y, Len Japngie
- HQ/Y, Sharron Sample

-  MSFC/Sheila Cloud
-  MSFC/Terry Luttrell
-  MSFC/Robert McBrayer
-  MSFC/Patrick Rasco
-  JSC/Vicki Pendergrass
-  SSC/Gay Irby
-  JPL/Jeanne Holm
-  JPL/Jayne Dutra
-  Cisco/Susan Keys

**HQ/AO, Andrea Norris (Team Lead)**

- ARC/Bob Brummett
- DFRC/Maria Chacon
- GRC/Steve Prahst
- GSFC/Paul Hunter
- GSFC/Emma Antunes
- GSFC/Al Gallo
- KSC/Vanessa Stromer
- LaRC/Manjula Ambur
- LaRC/JoAnne Rocker

**eNASA Team Members Developed an eNASA Strategy & Roadmap **

**eNASA Teams – eNASA Team Approach & Members**

## Customer-focused Approach for Delivering Enabling Services & Technology

**Enabling Services & Technologies**

**eNASA Teams – eNASA Team Approach & Members**

## 
A successful approach for electronic service delivery within NASA must focus on the needs of:
 The Enterprises, who are responsible for the success of NASA’s programs
 The various communities that NASA serves -- eNASA identified four distinct communities, based on the nature of NASA’s relationship with key constituents, organizations, and interested parties

Electronic service delivery is dependent on the availability of an underlying set of capabilities; e.g., e-mail, web access, and the IT infrastructure that provides those capabilities

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

**Customer-focused Approach for Delivering Enabling Services & Technology**

**eNASA Teams – eNASA Team Approach & Members**

**Shared & Corporate Services, Foundation Applications, and IT Infrastructure **

***Business as Usual Will No Longer Work****** ***

**eNASA Teams – eNASA Team Approach & Members**

## Throughout our interchanges with corporate organizations, we realize that it is important to treat the infrastructure as a “Strategic Asset”, which comprises of three customer focused areas:

Shared Services / Corporate Services
Shared Services is a new model which is customer focused for delivering corporate support, combining and consolidating services from headquarters and Centers in to a distinct, market-efficient entity

Foundation Applications
Applications such as IFM and Legacy systems are complementary to the eNASA initiative
Each application will be able to plug into the eNASA framework

IT Infrastructure
eNASA addresses critical IT infrastructure components of the strategic asset and lays the foundation for efficient delivery of services

**Throughout our interchanges with corporate organizations, we realize that it is important to treat the infrastructure as a “Strategic Asset”, which comprises of three customer focused areas:**
**Shared Services / Corporate Services**
- Shared Services is a new model which is customer focused for delivering corporate support, combining and consolidating services from headquarters and Centers in to a distinct, market-efficient entity
**Foundation Applications**
- Applications such as IFM and Legacy systems are complementary to the eNASA initiative
- Each application will be able to plug into the eNASA framework
**IT Infrastructure**
- eNASA addresses critical IT infrastructure components of the strategic asset and lays the foundation for efficient delivery of services

**Shared & Corporate Services, Foundation Applications, and IT Infrastructure **

***Business as Usual Will No Longer Work****** ***

**eNASA Teams – eNASA Team Approach & Members**

## eNASA Strategic Goals

**eNASA Strategic Goals**

**Provide customer-focused capabilities**
**Leverage knowledge & capabilities**
**Transform business processes**
**Implement an environment that provides**
**  ****- Anywhere, anytime, availability**
**  ****- Security**
**  ****- Scalability**

***Corporate Experience***

**Manage Infrastructure**
**and**
**Shared Services**

**Deliver**
**Community-Focused**
**Quick Wins**

** ****PRELIMINARY DRAFT**

## eNASA Methodology

- eNASA Approach
- Corporate Experience
- Communities

** ****PRELIMINARY DRAFT**

## Slide 22

## Industry has Moved Aggressively to Achieve Benefits

**By reducing involvement in supply chain, Cisco has realized $75 MM annually**
**Moved to a client-funded model for supporting IT investments and a corporate managed infrastructure**

**Trading process network (TPN) with procurement provides cost savings of $500M-$700M p.a.**
**30 % reduction in procurement labor costs; 50% reduction in purchase cycle time**

**AutoXchange, an online bazaar on which Ford will buy all its goods & services as well as share its purchasing scale with suppliers**
**17-28% reductions realized to date**

**Consolidated 155 Global Data Center into 19, Geographically specific mega centers **
**Consolidated 31 private and separate networks to one global network**
**Now has on-line sales greater than $12 B resulting in 10-15% savings**

- Improve Customer Satisfaction
- Reduce Costs
- Globalize Operations
- Foster Innovation
- Accelerate Speed to Market
- Grow Market Share

- 76%
- 67%
- 56%
- 56%
- 54%
- 44%

- This table summarizes CEOs perspectives on the ability of using the Internet to achieve strategic goals.

**CEO’s Goals for Utilizing the Net**

*(1) ****From a survey of more than 500 CEOs and Business Leaders World-wide. Source: “Competing in the Digital Age,” Booz•Allen & Hamilton and the Economist Intelligence Unit***

**Achieved $250 M in savings through data center consolidation and IT efficiencies by:  Moving from 14 data centers to 2, consolidating 97 email servers to 4, and implementing 3 HR systems instead of 100**

**eNASA Teams – Corporate Experience – Industry Benefits**

## Slide 24

## Technology Advances Have Addressed Web-based Applications and Improved Management of IT

- Moving to e-Procurement
- IBM has 19,000 suppliers enabled, saving $246 million (9%) total through e-Procurement
- IBM reduced order process time from 30 days to 2 days
- Online Sales
- Cisco has achieved $75 MM in savings by allowing customers to order through the web and removing themselves from the supply chain
- Dell maintains over $2 B in on-line sales
- Knowledge Management
- IBM has produced $27 MM in productivity gains from its ICM/Asset Web

- Cisco has moved to a Client Funded Model
- More responsive to business unit needs
- Projects and organizations are functionally funded but maintain an IT reporting relationship
- Simplification of Services
- IBM Created a separate company, IBM Global Services, to provide internal IT support
- Simplified client configurations from over 100 to 4 basic configurations
- Move to Shared Services
- Organizations such as Allied Signal, Monsanto, and Exxon-Mobil have saved 20-30% of service operating budgets

**Web-based Applications**

**Management of IT**

**eNASA Teams – Corporate Experience – Technology Advances**

## Slide 26

## Cisco Partnered With eNASA to Help NASA Become Successful in the Internet Economy by...

**Sharing Best Practices**

- Leadership
- Governance
- Technology
- Competency
- Client Funded Model

- Net Ready
- IT Governance
- Web Foundations
- E-Learning
- Workforce Optimization
- Web MGMT/Publishing

- Surveys
- ROI Calculators
- Knowledge MGMT
- Portal Strategies
- Corporate Services
- Customer Care

**Education & Workshops**

**Benchmarking & Tools**

**Cisco Partnered With eNASA to Help NASA Become Successful in the Internet Economy by...**

**eNASA Teams – Corporate Experience – eNASA & Cisco**

## Slide 28

## Cisco Moved Aggressively to Achieve Benefits

**Supply Chain Management**
- 65%  of all orders flow straight through our system and never touch Cisco, yet we retain all responsibility for inventory control, testing integrity, and customer support
**By reducing involvement in supply chain, Cisco has realized $75 MM annuallyx**

**Workforce Optimization**
- Self-service for30,000 employees
- Two auditors; 2-day reimbursement for 16,000 U.S. employees
- Purchasing, recruiting, stock options and other applications
- $86M in annual savings
- 50% reduction in 	voluntary employee turnover (now 3%)

**Customer Care **
**506M + savings**
**25% higher customer satisfaction**
- Today over 81% of all support questions are answered by a quick visit to the web - It takes 1,000 engineers to answer the remaining 19%.  Routine inquiry telephone calls have been reduced by as much as 75,000 calls per month. And while sales quadrupled between 1995 and 1997, our customer support call center headcount grew only 10%.

**eCommerce**
- On-line sales have dramatically improved productivity for both our sales force as well as our customers. Freed from order status inquiries and routine order entry, our sales reps can now focus on building stronger customer relationships and providing better service. Step-by-step on-line configuration tools have cut the number of erroneous orders from up to 30% to virtually zero, eliminating delays and additional labor both at Cisco *and* the customer.
**91% of orders online**
**15% productivity improvements**
**$65M annual savings**

**Networked****Supply Chain**

**New World**
**Customer Care**

**Workforce**
**Optimization**

**eCommerce**

- Financial Impact of IBS FY 00

- Supply Chain

- $695M

- Customer Care

- $506M

- $86M

- $65M

- $1.352B

- Workforce
- Optimization

- Internet Commerce

- Total Impact

**eNASA Teams **

**eNASA Teams – Corporate Experience – Cisco Achieves Benefits**

## Slide 30

## Government Agencies Have Moved to Achieve Benefits

**FinanceNet - National Science Foundation**
**Portals all agency public financial management reports and all work output for two dozen interagency groups.**
**Database of inventory information across all agencies on all assets held for public sale or offer.**
**Portal for All Government Asset Sales**

**Department of Education**
**Grantees can create and submit annual performance reports to the Department via the Internet and the data is saved directly to the Grant Administration and Payment System (GAPS).**
**Grantee, name, address, etc., will be pre-populated based on the information contained in GAPS.**
**Portal for Electronic Grants**

**US Geological Survey**
**One-stop shopping for jobseekers about nationwide vacancies at USGS.**
**Apply online, automatic qualification, rankings, and notification.  **
**Employee qualification process reduced from 30 to 4 days**
**Online Automated Recruitment System**

**Patent and Trade Mark Office**
- Business 21st Century-style
**Inventors file patent application electronically**
**Digital Certificates provides the security**
**With the click of a mouse**
**Users can do patent searches, check the status of their applicationsand pay fees**

**Environment Protection Agency**
**Envirofacts to citizens**
**44 million hits per months**
**Drinking Water Test by Zip Code**

**eNASA Teams – Corporate Experience – Government Receives Benefits**

## Key Principles from Industry 

**Key Principles**

- Executive Leadership is Key to Success
- Standardize to Achieve Greater Agility
- Invest Completely and Execute Ruthlessly
- Think Big & Execute Small
- Identify the Burning Platform
- Recognize That Corporate Infrastructure is a Strategic Asset

**Video Clip**

**Nancy Kaplan will provide a video clip**

**eNASA Teams – Corporate Experience – Key Principles**

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

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

**Key Principles from Industry **

**eNASA Teams – Corporate Experience – Key Principles**

## eNASA Strategic Goals

**eNASA Strategic Goals**

**Provide customer-focused capabilities**
**Leverage knowledge & capabilities**
**Transform business processes**
**Implement an environment that provides**
**  ****- Anywhere, anytime, availability**
**  ****- Security**
**  ****- Scalability**

***Communities***

**Manage Infrastructure**
**and**
**Shared Services**

**Deliver **
**Community-Focused**
**Quick Wins**

** ****PRELIMINARY DRAFT**

## eNASA Methodology

- eNASA Approach
- Corporate Experience
- Communities

** ****PRELIMINARY DRAFT**

## Who We Talked To: Partners & Suppliers Community

-  Natl Council of University Research Administrators
-  Council on Government Relations
- Federal Demonstration Project
- GSFC Procurement
- HQ Sponsored Research Programs Office

- _INDUSTRY_
-  Exostar
-  United Space Alliance

- Proposal
- Submission

- _Partners &__Suppliers_

*Universities**Industry**Investigators**Contractors*

- _NASA COMMUNITY_
-  Project managers, GSFC
-  IPA Office, LaRC
-  Code S
-  Code Y
-  PI, IMAGE mission
-  PI, Fuse Mission
-  PI, Vegetation Lidar Mission
-  Chief Engineer
-  Chief Scientist

- Award Actions

- Contract
- Management

- Data Posting
- NASA Web pages
- Forecasts
- Opportunities
- Early dialogue

- Interactions
- with NASA
- Contractual
- Technical
- B&P
- R&D
- Services

**Who We Talked To: Partners & Suppliers Community**

**eNASA Teams – Communities – Partners & Suppliers**

## Who We Talked To: Partners & Suppliers Community

**eNASA Teams – Communities – Partners & Suppliers**

## Who We Talked To: Virtual Teams Community

- Chief Engineer, Mars ‘03
- Project Manager, Cassini
- APPL

- _INDUSTRY_
- Boeing
- General Electric
- Cisco
- Ford
- Disney

- _GOVERNMENT_
- Army Ctr for Lessons Learned
- RAND Laboratories
- Southwest Research Institute
- Johns Hopkins Applied Physics Lab

**Who We Talked To: Virtual Teams Community**

- Support to Program and Project Teams

- Enable Science and Engineering
- Collaboration

- Access NASA Knowledge  Repositories

- Support Cultural Change and Adoption

- Store and Maintain
-  Documents

- Communicate and Collaborate

- _Virtual Teams & Communities_

*General public*

*Partners*

*Suppliers*

*Employees*

**eNASA Teams – Communities – Virtual Team**

## Who We Talked To: Virtual Teams Community

**eNASA Teams – Communities – Virtual Team**

## Who We Talked To: Employees Community

** ****NASA Training Officers **

_**INDUSTRY**_
** ****Cisco**
** ****Saba**
** ****Smartforce**
** ****SAP**
** ****Southwest**
**   ****Research Institute**
** ****SAP**
** ****CSC**

_**GOVERNMENT**_
-  GSA University
-  Veterans Affairs
-  USDA Grad School

- eLearning

- Collaborative
- Tools

- Corporate
- Communications

- Nomadic
- Services

- Employee
- Self Service

- Administrative
- Services

- _Employees_

*HQ*

*Researchers*

*Administrative*

*Engineers*

*Centers*

*Scientists*

**Who We Talked To: Employees Community**

**eNASA Teams – Communities – Employees Community**

_**OTHER**_
-  DC Schools

## Who We Talked To: Employees Community

**Who We Talked To: Employees Community**

**eNASA Teams – Communities – Employees Community**

## Who We Talked To: Public Community

- Educator
- Resource
- Ctrs

- Visitor
- Ctrs

- Speakers

- Guest
- Ops

- _Public_

*General public*

*Locals*

*Media*

*Students*

*Educators*

*Enthusiasts*

- Internet
- Web

- Multimedia
- Products
- (video, CD)

- Exhibits

*Science Centers*

*Professional Organizations*

- _MEDIA_
- Associated Press
- NY Times
- NASA News Chiefs
- NASA Television

- _WEB_
- Webmasters
- DTIC
- NSA
- Dept of Energy
- Dept of Treasury
- First Gov
- Web Vendors:
-  	- iPlanet
-    - SAP
-    - Hummingbird
-    - eMotion
-    - Akamai
- Search Experts
-   - Verity
-    - Autonomy
-    - Northern Lights
-    - Google
-    - Alta Vista
-    - Ask Jeeves

- _EDUCATION_
- NASA Education Program

- _CUSTOMER_ _REPS_
- NASA web page visitors
- HQ Correspondence
- STI Program
- Lands End

**Who We Talked To: Public Community**

**eNASA Teams – Communities – Public Community**

## Who We Talked To: Public Community

**Who We Talked To: Public Community**

**eNASA Teams – Communities – Public Community**

## Slide 44

## Operational Challenges of eNASA Communities

**Operational Challenges of eNASA Communities**

**Center Centric Model**
**Inhibits Information sharing **
**Lack of collaborative environment**
**No consistent tools to perform tasks and share information**
**Lack of knowledge management and the ability to leverage work already completed**

**Supplier purchase process**
**long decision making process**
**force suppliers to meet changing demand**
**difficulty  meeting lead time requirements**
**inconsistency across geographies**
**Relationships**
**“****beat” them down**
**not open to adapt to their selling processes **

**Organizational Impediments**
**too many levels of decision making**
**work/life balance issues**
**untapped skills**
**low investment in employees**
**Inefficient processes**
**hard to find info**
**paper intensive processes**
**difficult to manage**

**Information**
**hard to find**
**hard to get information **
**hard to search**
**NASA Centric (public needs to know how NASA operations)**
**Delay in receiving responses to inquires**
**Limited customer relationship management/feedback**

**Public**

**Employees**

**Virtual Teams**

**Partners & Suppliers**

***“******Enhance mission success through seamless, community-focused electronic service delivery”***

**eNASA Teams – Communities – Challenges**

## Formulating a Vision for eNASA’s Communities

**eNASA Teams – Communities – Challenges**

**Opportunities **
**for Improvement**
**and**
**Operational **
**Challenges**

**Partners and**
**Suppliers**

**Virtual**
**Teams**

**Employees**

**Public**

_***Community Vision***_

## Employees: Current State

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

**Employees: Current State**

**eNASA Teams – Communities – Virtual Team Current State**

**Notes:**
NASA is currently not taking advantage of industry best practices related to electronic workplace tools.  Current industry trends include a wealth of technology based products which allow employees to access and update personnel information, benefits, tax exemptions, etc.  Employees from differing locations work together with ease and efficiency.  Technology makes information accessible to all employees, customizable to the individual and helps foster a collaborative work environment.  Employees can be just as productive on the road and at other locations as they are at their own desks.  NASA is currently not taking advantage of mobile workplace, nomadic office, distance learning, corporate-wide communication, and other technologies which could leverage the strength and skills of the entire workforce more effectively.  Scattered eLearning initiatives are underway, but no corporate, leveraged approach exists.  Some employee self service functions can be performed via Employee Express.  Limited employee benefits service is available, but needs to be expanded.  A new, technology based standard operating procedure is needed.

## Employees: Future State

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

**Employees: Future State**

**eNASA Teams – Communities – Virtual Team End State**

**Notes:**
Best Practices models depict highly personalized employee centric portals and a comprehensive approach to workforce optimization.  Trends indicate employees will require mobile and nomadic access to the workplace.  This will empower employees to function at increased levels of productivity and with increased collaboration across Centers.  These tools will support the Agency’s strategic plan.  Safety will be improved through increased sharing of lessons learned.  

## Virtual Teams Community: Current State

**eNASA Teams – Communities – Employee Community End State**

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

## Virtual Teams Community: Future State

**eNASA Teams – Communities – Employee Community End State**

## Slide 51

## The Communities Speak

**Opportunities for Improvement**

- Customers want to work collaboratively now, not later
- Provide a standard suite of tools to work collaboratively across the organization
- Provide sound security without inhibiting job performance
- Provide dependable, reliable, and quality service
- Provide greater selection of capabilities and services
- Facilitated the seamless integration of products and services to customers
- Provide choice of products and services on selected products and services

**eNASA Teams – Communities – Opportunities**

## Slide 53

## eNASA Strategic Goals

** ****PRELIMINARY DRAFT**

## eNASA Strategic Goals

***eNASA Strategic Goals***

**Provide customer-focused capabilities**
**Leverage knowledge & capabilities**
**Transform business processes**
**Implement an environment that provides**
**  ****- Anywhere, anytime, availability**
**  ****- Security**
**  ****- Scalability**

**Manage Infrastructure**
**and **
**Shared Services**

**Deliver**
**Community-Focused**
**Quick Wins**

** ****PRELIMINARY DRAFT**

## Provide customer-focused capabilities

Leverage knowledge & capabilities

Transform business processes

Implement an environment that provides:
Anywhere, anytime, availability
Security
Scalability

**Leverage knowledge & capabilities**
**Transform business processes**
**Implement an environment that provides:**
**Anywhere, anytime, availability**
**Security**
**Scalability**

**eNASA Strategic Goals**

**eNASA Strategic Goals**

## Slide 57

## eNASA Recommendations

**Customer-focused Quick Wins Respond to NASA Community Needs**

- Developing Applications that will make it easier for customers to find the information that they need
- Creating tool kits that will allow personnel to do their jobs in a better way
- Delivering the capabilities that will allow the organization to access information anytime, anyplace
- Provide the framework to begin leveraging emerging technologies and best practices

**Fundamental Changes to How We Deliver Infrastructure and Services**

- Ensuring that Customers receive the support that they require to do their jobs
- Delivering IT Infrastructure in a coordinated way to ensure interoperability
- Improving the way that IT is managed throughout the organization
- Leverage economies of scale and industry best practices

**eNASA Strategic Goals – Recommendations**

## Slide 59

## Community-Focused Quick Wins

** ****PRELIMINARY DRAFT**

## eNASA Strategic Goals

**eNASA Strategic Goals**

**Provide customer-focused capabilities**
**Leverage knowledge & capabilities**
**Transform business processes**
**Implement an environment that provides**
**  ****- Anywhere, anytime, availability**
**  ****- Security**
**  ****- Scalability**

**Manage Infrastructure**
**and**
**Shared Services**

**Deliver**
**Community-Focused**
**Quick Wins**

** ****PRELIMINARY DRAFT**

## Customer-focused Quick Wins Align with eNASA’s Strategic Goals

**insideNASA**

**Team Collaboration Kit**

**eLearning**

**Mission PI Portal**

**Partners & Suppliers**
**Supply Chain**

**myNASA**

**Electronic Linkage**
** ****Campaign**

- eNASA
- Strategic Goals

**Provide Customer-focused Capabilities**

**Leverage Knowledge & Capabilities**

**Transform Business Processes**

**Environment that Provides:**
**Anywhere, Anytime, Availability**
**Security**
**Scalability**

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

**Customer-focused Quick Wins Align with eNASA’s Strategic Goals**

**Tactical Recommendations– Alignment with Goals**

- 

## insideNASA Provides Employees with a Central Portal for Agency-wide Information

**Tactical Recommendations– insideNASA**

## insideNASA Provides Employees with a Central Portal for Agency-wide Information

- Non-recurring costs approximately $1.5M – $2.8M
- Includes initial design and support
- Includes cost for initial hardware/software
- Recurring costs approximately $400-700K
- Does not include cost of content feed from Centers

- Rapid, accurate, and consistent distribution of information on a customizable homepage
- Global access to information of Agency-wide interest with cost effective maintenance
- Provides an on-line space for communities of practice to capture and share knowledge

- Provide a single, Agency-wide portal for employees to access information within the NASA environment.  The portal will allow for information to be quickly and efficiently transmitted throughout the organization.  The product will be customizable by employee and provide both Agency-wide and Center specific information.  This product will also provide the building block for future eNASA products. (e.g., Knowledge Management, Collaboration Tools, etc.)

**Summary**

**Costs**

**Benefits**

- Concept design currently under development
- MSFC to meet with JPL and HQ Teams for Portal Deployment Lessons Learned - ***Next 2 Months***
- Validate/Expand Concept at Centers - ***One Month***
- Incorporate Feedback - ***One Month***
- Deploy Agency-wide – ***Phased Approach***

- Concurrence/Strong Support from Agency leaders is needed to move to one portal
- Requires coordination from each Center to get data to the proper feeds
- Will require management processes for the development and maintenance of content

**Timeframe**

**Critical Success Factors**

**Tactical Recommendations– insideNASA**

## myNASA Provides the Public with a Customizable Interface to Information of Their Interest

- Selected Channels (Educator's Example)

**myNASA Provides the Public with a Customizable Interface to Information of Their Interest**

**Tactical Recommendations– myNASA**

## myNASA Provides the Public with a Customizable Interface to Information of Their Interest

- Portal Costs (Assuming: 30K users): $1.8M Non-recurring costs; recurring costs of $200K
- Search Costs: $200K to $1.1M initials costs depending on sophistication; $200K - $500K recurring
- Webcasting: $1M+ annually depending on scale

- Improve access to NASA Information
- Distribute wide variety of NASA news and information to various audience segments;
- Move from search for information to learning about NASA

- Create a customizable version of the NASA Home Page that will more readily connect NASA's broad Web holdings to the different audiences seeking particular kinds of information. This "myNASA" portal will include robust search capability across NASA Web public sites and substantial  Webcasting capability.  This will also allow NASA to distribute information to the public in a more efficient and consistent manner.

**Summary**

**Costs**

**Benefits**

- Technology Study - September 2001
- Portal Design (including channel development) -	 ***8 months after funding***
- Pilot Testing - ***10 months after funding***
- Deployment - ***12 months after funding***

- Resources currently unavailable beyond initial technology study.
- Commitment across Agency to creating content "channels" using consistent publishing standards.
- Evaluate total cost to NASA, whether using internal (ODIN) means or outsourcing.

**Timeframe**

**Critical Success Factors**

**Tactical Recommendations– myNASA**

## Electronic Linkage Campaign Provides Public with Opportunities to Participate at Varying Levels of Interaction with NASA

***(NASA Senior Leadership)***

**eNASA Electronic **
**Linkage Campaigns**

**eNASA Web-based **
**Experiences**

- Topic
- Hotlist

- Treasure
-   Hunt

- Subject
- Sampler

- Multimedia
- Scrapbook

- WebQuest

- Instructional Videos, Web Modules, and Online Resources

- Electronic News Stories &
- related Lessons written in
- English and Spanish with
- Audio Features

- NASA Core Home Pages

**Agency Themes & Messages**

**Electronic Linkage Campaign Provides Public with Opportunities to Participate at Varying Levels of Interaction with NASA**

**Tactical Recommendations– Electronic Linkage Campaign**

## Electronic Linkage Campaign Provides Public with Opportunities to Participate at Varying Levels of Interaction with NASA

- eNASA Public Summit: $10K
- Linkage Campaign:  Recurring costs of content development (for news, lessons, and web-based experiences) , electronic feed, coordination of new linkage campaign to new theme, campaign web page design, deployment of campaign, and maintenance/archival of campaign web site; evaluation of the campaign and web-based experiences
- Web-based Templates:  $10-20K (“Starter Kit” and its expansion)

- Give public a breadth of materials on the topic they are studying or find interesting.  Organized search (NASA Topic Hotlist, Multimedia Scrapbook)
- Support public in building knowledge and synthesis of electronic information on particular theme/topic (NASA Treasure Hunt, Subject Sampler, WebQuest)
- Read electronic news stories on current NASA mission events
- Offer an easy entry place for newcomers as well as more sophisticated activities for advanced users of the Internet
- Systematically deliver coordinated Agency theme through comprehensive set of interactive electronic services to the public

**Summary**

**Costs**

**Benefits**

**Timeframe**

**Critical Success Factors**

- Formation of a comprehensive strategy for integrating Agency themes, messages, and events (as identified from Senior Management through _eNASA Public_ _Summit_ gathreing) with the Internet and other electronic products with an open invitation to the public to participate at varying levels of interaction with NASA.  Facilitating the the _electronic linkage_ of the NASA electronic news stories and electronic products is the _creation of five types of NASA web-based experiences_: NASA Topic Hotlist, NASA Multimedia Scrapbook, NASA Treasure Hunt, NASA Subject Sampler, and NASA WebQuest.

**AUGUST**:  Annual eNASA Public Summit with NASA Senior Leadership to identify Agency themes, messages, and events; complete Action Plan for Linkage Campaigns to be completed for Execution Year (e.g., Oct 2002)
**NOVEMBER**: Annual mini-eNASA Public Summit with Enterprise, PAO, and Education leads to begin strategic planning of projected themes, messages and events for Out-Year (e.g., Oct 2003)

- Create clear “corporate” vision and strategy
- Educate public on NASA mission, technologies, and return on investment;  intense customer focus
- Ability to identify and prioritize opportunities and projects and to execute quickly through a standards-based campaign architecture
- Practice innovation in communicating to the public and supporting the educational community with learning tools/opportunities

**Tactical Recommendations– Electronic Linkage Campaign**

## Team Collaboration Kit Provides Geographically Distributed Teams with a Toolbox of Basic Collaboration Capabilities

**Team Collaboration Kit Provides Geographically Distributed Teams with a Toolbox of Basic Collaboration Capabilities**

**Team Collaboration**

**Small Work teams (2-25 people)****	****	****	****Larger and cross team (1000’s)**
**  ****- Virtual meetings****	****	****	**** ****	**** - Enterprise sharing**
**  ****- Ad hoc collaboration****	****	****	****  ****	****- Knowledge repository**
**  ****- Team document/file sharing****	****	**** ****	**** - Formal management**
**  ****- Action Lists****	****	****	****  ****	****- Configuration control**
**  ****- Calendar****	****	****	****	****  ****	****- Search**

**Products, reports,**
**Lessons learned,**
**knowledge assets /“gems”**

**Team members**
**Distributed across**
**Centers and partners**

**NASA teams working on**
**Missions and projects**

**Internet/WWW**
**Best of Breed **
**Commercial Tools**

**Culture change**
**Adoption**
**Leadership**

*Enabled by*

***NASA Pilot***

**Conferencing**

**Team-ware**

**Document Management**

## Team Collaboration Kit Provides Geographically Distributed Teams with a Toolbox of Basic Collaboration Capabilities

**Team Collaboration Kit Provides Geographically Distributed Teams with a Toolbox of Basic Collaboration Capabilities**

- Non-recurring cost (3000 Seat Pilot): 	$2.8MM
- Recurring cost (3000 Seat Pilot):  	$1.4MM

- Transfer information between teams and projects without miscommunication
- Increase efficiency in cost and time for teams to start working effectively and collaboratively
- Capture lessons learned and contribute to Agency’s knowledge base

- Provide geographically distributed  teams a standard toolbox with all basic collaboration capabilities including:
-      Conferencing tools - white boarding, application/screen sharing and chat functionality
-      Team-ware - team web spaces including team files, threaded discussions, action list and calendars
-      Document management - a central repository with configuration control and highly distributed access

**Summary**

**Costs**

**Benefits**

- Identify customers		3 months
- Put pilot services in place	6 months
- Training and Adoption Services	9 months

- Identification and participation of NASA virtual teams including upper management
- Culture change and adoption of services
- Compatibility with NASA virtual team infrastructure (including external partners)
- Operational excellence

**Timeframe**

**Critical Success Factors**

**Tactical Recommendations– Team Collaboration Kit**

## eLearning Creates a Virtual NASA University

**Tactical Recommendations– eLearning**

## eLearning Creates a Virtual NASA University

- Nonrecurring costs:
- Portal:  $450K to purchase, install, and customize
- Templates and tools:  ($250K)
- Recurring costs:
- e-Learning Program Manager: $210K/year
- Tools maintenance: $100k/year

- Lower costs per FTE can be achieved
- Leverages existing content across the agency
- Provides employees a personalized learning portal based on individual development needs.
- Increases training access and opportunity

- Expand e-Learning opportunities for employees, and aggregate access through an e-Learning portal.  Improve the quality of offering through audio, video, and multimedia animation enhancements.  Purchase common e-Learning templates and tools for customizable use by training offices.  Implementation of this approach requires the development and acceptance of a “shared services” corporate model for e-Learning.

**Summary**

**Costs**

**Benefits**

- Shared services concept being vetted now
- Initial funding commitment for corporate e-Learning program manager - Next 2 months
- Portal research - Two months
- Initial Portal Implementation - Three months

- Concurrence from training community
- Partnership with IT community
- Resources to acquire Portal

**Timeframe**

**Critical Success Factors**

**Tactical Recommendations– eLearning**

## Mission PI Portal (MPIP) Lowers NASA Risk on “PI Mode” Missions by Enabling Immediate Access to Critical Information

**Mission PI Portal***
***The Website Supporting Mission PIs and their Teams***

**    **

**    **

**    **

**    **

**    **

** **

**PIs**

** **

**In the **

**NEWS**

**Connections**
-  _NASA Personnel_
- _ __PI Community_
- _ __Project Teams_
- _ __Ask an Expert_

**Mission Documents**
-  _Policies & Procedures_
-  _Technical Guidelines_
-  _Strategic Plans_
-  _Sample Documents_

**Lessons Learned**
-  _View_
-  _Submit_
-  _Search_

**Training**
-  _Computer Modules_
-  _APPL Link_
-  _Calendar_
-  _Mission PI Publications_
-  _SIM Project On-Line_

**Space Marketplace**
-  _NASA AO’s, NRA’s, & CAN’s_
-  _Other Federal Agencies_
-  _International Opportunities_
-  _Commercial Sector_

**Mission Outreach**
-  _NASA Plans and Goals_
-  _eOutreach Mission Architectures_
-  _Recognized Outreach Excellence_

***Robert Goddard - First American Mission PI***

**** an ***_***eNASA***_*** sponsored site***

_**Project Tools**_

** **

**Mission PI Portal (MPIP) Lowers NASA Risk on “PI Mode” Missions by Enabling Immediate Access to Critical Information**

**Tactical Recommendations– Mission PI Portal**

## Mission PI Portal (MPIP) Lowers NASA Risk on “PI Mode” Missions by Enabling Immediate Access to Critical Information

- Non-recurring costs approximately $450K
- Includes initial design and ongoing support
- --  Leverages the work on the VSDE portal.
- Recurring costs approximately $70K per year
- Plan to transition to APPL, Flight Programs or Systems Management Office.

- Rapid, accurate, and consistent distribution of information to NASA’s internal and external PIs
- Provides an on-line space for the PI  to access, to capture and share knowledge
- Integrate the PI into the NASA system providing up to date information about parts and critical issues.

- To increase mission success in PI missions, we're proposing to provide training, guidance, and rapid access to prevailing policies and procedures for NASA mission formulation, implementation, operations, and retirement as recommended by NIAT. The PIP will be a "one-stop-shop" for external community PI's including a standard architecture and building blocks/tools to integrate an outreach system into any mission.

**Summary**

**Costs**

**Benefits**

- Concept Design currently under development
- Build support and collect user community contacts
- Deploy a limited test portal
- Deploy Agency-wide in one year

- The portal must be user friendly as defined by the PI customers
- Rapid dissemination of technical and management data affecting flight project implementation.
- Improved schedule, cost and technical performance of PI Mode missions.

**Timeframe**

**Critical Success Factors**

**Tactical Recommendations– Mission PI Portal**

## Partners & Suppliers Vision:A Supply Chain That is Less Costly & Operates with Less Friction

_**HIGHER AVAILABILITY**_
**Material and maintenance plans tightly linked**
**Faster repair actions**

_**JOINT PLANNING**_
**Rapid replenishment via vendor partnerships**
**E-enabled planning and purchasing systems**
**Improved business process system performance**

_**PROCUREMENT**_
_**SAVINGS**_
**Consolidated purchasing for cost reduction**
**Increased competition through E-Commerce**

**Inventory visibility and utilization across the Agency**

**MSFC**

**JSC**

**ARC**

**GRC**

**DFRC**

**LARC**

**KSC**

**SSC**

**HQ**

**GSFC**

**Zero inventories with shortened supply chain**
**Close coordination of material plans with project plans**
**Shorter project timelines**

_**FASTER MATERIAL DELIVERY**_

**Tactical Recommendations– Supply Chain**

## Partners & Suppliers Vision:A Supply Chain That is Less Costly & Operates with Less Friction

- Pilots run from 3-6 months
- Non-recurring costs: approximately $100K per pilot

- Try before we buy - technologies and companies evolving rapidly
- Potential integration with IFM business applications

- Conduct multiple pilots to test emerging Business to Government (B2G) technologies.  Technologies under consideration include online auction techniques, B2G exchanges, and collaborative environments.  Technology pilots would enrich the developing Integrated Financial Management (IFM) requirements. Initial pilots could include online auctions, testing ID/IQ contracts within on-line exchanges, and collaborative design/build environments.

**Summary**

**Costs**

**Benefits**

- Preliminary discussions with IFM project underway
- 3-6 month pilots
- Ongoing evaluation plus 30 day post-pilot analysis
- Recommended changes/additions to IFM requirements

-  Requires coordination with IFM
-  Well-defined success criteria - does it move on?
-  How does it migrate/integrate?

**Timeframe**

**Critical Success Factors**

**Partners & Suppliers Vision:****A Supply Chain That is Less Costly & Operates with Less Friction**

**Tactical Recommendations– Supply Chain**

## Slide 77

## Summary of Customer-focused Quick Wins

**insideNASA**

**Team Collaboration Kit**

**myNASA**

**Eletronic Linkage**
**Campaign**

**Timeframe**

**Nonrecurring Costs**

- 5 Mos.

- $1.5M -
- $2.8M

- 12 Mos.

- $2.0M -
- $3.1M

- TBD

- $20K -
- $30K

- 18 Mos.

- $2.8M

**Funded to Date**

- $250K

- $150K

- $50K

- $0

**Recurring Costs**

**Funding Required to**
**Initiate Activity**

- $400K -
- $700K

- TBD

- $1.2M

- TBD

- TBD

- TBD

- $1.4M

- TBD

**eLearning**

**Mission PI Portal**

**Partners & Suppliers**
**Supply Chain (per pilot)**

- 7 Mos.

- $700K

- 12 Mos.

- $450K

- 3-6 Mos.

- $100K

- $0

- $0

- $0

- $310K

- TBD

- TBD

- TBD

- TBD

**Tactical Recommendations– Summary**

- $70K

## Strategic Recommendations

- Introduction
- Step #1: Fundamentally Change the Way NASA Manages Infrastructure & Delivers Shared Services
- Step #2: Transition to Corporate Applications for Delivering Shared Services

** ****PRELIMINARY DRAFT**

## Strategic Recommendations

- Introduction
- Step #1: Fundamentally Change the Way NASA Manages Infrastructure & Delivers Shared Services
- Step #2: Transition to Corporate Applications for Delivering Shared Services

** ****PRELIMINARY DRAFT**

## Achieving the Strategic Goals Requires a Fundamental Change in How IT Infrastructure and Services are Delivered

- IT Infrastructure

- Network,  Security, Desktops, Servers,

- Data Storage, Corporate/Agency Directory

- Foundation Applications

- IFM, Legacy systems

-  Shared Services & Corporate Services

- Email, Web/Portal, Knowledge capture, Collaboration & Workgroup,

- Document Management, Web Casting, Streaming Video, Nomadic & Mobile

- access

- Planning and Management
- Approach

- Mission and Program IT Investments Planned and Managed Strategically by Enterprises and Centers

** ****NEW FEDERATED APPROACH**

- Adopt IFM Model with Oversight conducted by the IT Investment Council

**NEW FEDERATED APPROACH**

**Strategic Recommendations – Introduction – Change is Required**

## Achieving the Strategic Goals Requires a Fundamental Change in How IT Infrastructure and Services are Delivered

**Program and Mission IT Investments**
- Maintain an Enterprise focus on investments and planning
- Ensure that the user community and missions come first when IT needs are considered
- Allow prograrms and missions the flexibility they need to accomplish their goals
**Corporate/ Shared Services**
- Create centralized accountability and funding for specific services
- Provide consistent, quality services in an integrated and interoperable environment
- Leverage the experiences of our corporate partners to achieve savings (>30%)
**Common Applications**
- Adopt the IFM Funding Model with consistent oversight from the IT Investment Council
- Continue to take a corporate approach to delivering critical business applications
**IT Infrastructure**
- Leverage IT Infrastructure as a strategic asset
- Create a seamless environment for the NASA community
- Develop management practices to create accountability and ensure service levels

**Strategic Recommendations – Introduction – Change is Required**

## Industry Shows Benefits to Investing in Strategic Assets -  IT Infrastructure

**Industry Shows Benefits to Investing in Strategic Assets -  ****IT Infrastructure**

- IBM transformed, integrated, and Web-enabled its core business processes
- Annual IT Investment Cost per Employee is $29,000
- Benefits from Transformation
- Data centers: 155 to 16 and transitioned to one global network
- Increased revenues from $9.9B to $14.6B
- Reduced transaction costs by more than $1.4 B
- Procured $27.7B in goods & services over the Web with savings of $246.6 M

- After an 18-month transition, Oracle developed a common e-business platform for supply chain management, marketing/sales, eProcurement, HR, travel, and other shared services
- Cost savings from transition were around $1B
- Benefits from data center consolidation & IT efficiencies totaled $250MM
- Data centers: 14 to 2
- Email servers: 97 to 4
- HR systems: 100 to 3
- Sales systems: 100 to 1

**Strategic Recommendations – Introduction – Industry Benefits**

## Industry Shows Benefits to Investing in Strategic Assets - IT Infrastructure

- Transformed, integrated, and Web-enabled its core business processes to increase revenue & profits, reduce costs, and enhance customer satisfaction and loyalty
- Annual IT Investment Cost/Employee is $29K
- Benefits from Transformation
- Consolidation:  Reduced number of data centers from 155 to 16 & transitioned from 31private to 1 global network
- Increased e-commerce revenues to $14.6B, from $9.9B
- Cost Savings
- Handled 66MM self-service transactions on *ibm.com*, resulting in more than $1.4B in cost avoidance & productivity gains
- Procured $27.7B in goods & services over the Web, with cost savings of $246.6MM

- After an 18-month transition, Oracle developed a common e-business platform for supply chain management, marketing/sales, eProcurement, HR, travel, and other shared services
- Cost savings of $250MM from data center consolidation & IT efficiencies
- Data centers: 14 to 2
- Email servers: 97 to 4
- HR systems: 100 to 3
- Sales systems: 100 to 1
- Cost savings of $550MM from services to customers & partners (e.g., Oracle Store, Education Online, support MetaLink, Alliances Online)
- Cost savings of $100MM from services to employees (e.g., Intranet portal, knowledge testing, travel, decreased cost/expense report)
- Cost savings of $100MM from services to suppliers (e.g., office supplies, UPS, Fidelity HR, procurement savings)

**IBM**

**ORACLE**

**Industry Shows Benefits to Investing in Strategic Assets - ****IT Infrastructure**

**Strategic Recommendations – Introduction – Industry Benefits**

## Industry Shows Benefits to Investing in Strategic Assets -  IT Infrastructure

**Industry Shows Benefits to Investing in Strategic Assets -  ****IT Infrastructure**

- The Cisco corporate imperative is *leveraging the Internet for all business functions*
- Financial impact from Internet Business Solution $1.3B in FY 2000
- Annual IT Investment Cost per Employee is $31,000
- IT budget per IT workforce is $554,600 vs. $300,000 Gartner industry data reflecting dramatically higher productivity of IT personnel
- Cisco Internet site can handle $100B in transactions currently and maintenance highly automated
- Benefits from investing in IT infrastructure
- Fast, cost effective deployment of new technologies: For example recent Qtr3 deployment of Virtual Private Network (VPN), Video conferencing/collaboration, voice over IP for both office and employee home access
- Consistently high availability through strictly standardized architecture and automated monitoring of all services achieved with minimal overhead
- Recent Reduction in Force support immediately deployed (automated deactivation of access rights for all departing employees and partners, as well as stop billing for services)
- Reduce costs of service quickly as new technologies emerge (ex. Recent move from ISDN to VPN and DSL the average cost per user decreased 25% in 3 quarters)

**Strategic Recommendations – Introduction – Industry Benefits**

## Industry Shows Benefits to Investing in Strategic Assets -  IT Infrastructure

**Industry Shows Benefits to Investing in Strategic Assets -  ****IT Infrastructure**

- Recent analysis and detailed study with Gartner, comparing Cisco IT Infrastructure technical areas with technical groups in other industries:
- Total cost of distributed computing support is 14% lower than peer groups
- Total cost of wide area data is 8% lower
- Total cost of  voice network support 50% lower
- Total cost of  database technology 24 % lower
- Total cost of  disaster recovery 300% lower
- Total cost of staffing is 26% lower
- Total cost of occupancy is 36% lower
- Cisco IT technical infrastructure staff supports 33% more users per FTE
- By reducing the technologies in IT Infrastructure, Cisco enables high ease of use, enhanced supportability and manageability, and reduced total cost of ownership in a company that stays on the cutting, bleeding edge of technology adoption.

**Strategic Recommendations – Introduction – Industry Benefits**

## Slide 87

## NASA’s Current Fragmented IT Environment Delivers Inconsistent IT Services and is in Need of Change

**Why Change?**
**Eleven independent, unique architectures limits ability to:**
- Leverage economies of scale
- Deploy common applications and services
- Deliver consistent quality of services
- Share existing knowledge bases and resources
- Take advantage of emerging technologies and business practices

**Strategic Recommendations – Introduction – Why Change**

## Slide 89

## Approximately 25% of NASA’s FY 2001 IT Budget is Spent on Corporate Infrastructure

**Typical industry savings are 30% - Achieving a conservative savings of 10% would equate to $53 MM for NASA**

**Approximately 25% of NASA’s FY 2001 IT Budget is Spent on Corporate Infrastructure**

**NASA’s FY 2001 IT Budget Totals $2.1 Billion...**

*Sources: CISCO Systems, Inc.; “IBM CIO: A Transition”, Cindy Ingram, IBM Government Industry, 1996; Clinger Cohen Act Report on Federal Information Technology (IT) Investments, OMB, 2001; FY2002 Budget of the United States Government, Analytical Perspectives; BA&H analysis*

**...****of which $528 Million is Corporate IT focused**

- $ millions

**Strategic Recommendations – Introduction – IT Budget**

## Slide 91

## Recent POP data indicates a $21,211 investment per employee per year on infrastructure

NASA spends in the same order of magnitude as DOE and many commercial companies

Additional potential savings may exist through the application of IT management practices in the program controlled IT areas

- NASA spends in the same order of magnitude as DOE and many commercial companies
- Additional potential savings may exist through the application of IT management practices in the program controlled IT areas

**Typical industry savings are 30% - Achieving a conservative savings of 10% would equate to $53 MM for NASA**

**NASA IT Spending is in Line with Other Government Agencies**

**Strategic Recommendations – Introduction – IT Spending**

## Slide 93

## eNASA Strategic Goals

**eNASA Strategic Goals**

**Provide customer-focused capabilities**
**Leverage knowledge & capabilities**
**Transform business processes**
**Implement an environment that provides**
**  ****- Anywhere, anytime, availability**
**  ****- Security**
**  ****- Scalability**

**Manage Infrastructure**
**and**
**Shared Services**

**Deliver**
**Community-Focused**
**Quick Wins**

** ****PRELIMINARY DRAFT**

## Strategic Recommendations

- Introduction
- Step #1: Fundamentally Change the Way NASA Manages Infrastructure & Delivers Shared Services
- Step #2: Transition to Corporate Applications for Delivering Shared Services

** ****PRELIMINARY DRAFT**

- Foundation Applications
- IFM, Legacy systems

**Email, Web/Portal, Knowledge capture, Collaboration & Workgroup, Document Management, Web Casting, Streaming Video, Nomadic & Mobile access**

**Scope of Corporate Infrastructure and Services Operations Function**

- Shared Services & Corporate Services

- IT Infrastructure
**Network,  Security, Desktops, Servers, **
**Data Storage, Corporate/Agency Directory**

**eNASA Strategic Recommendations**

## Fundamentally Change the Way We Manage NASA Infrastructure and Shared Services

**Implement a Corporate Infrastructure and Shared Services Function**
**Phase 1:  Assess Optimal Implementation Approach for a Corporate Infrastructure and Services Operations Function **
**Phase 2:  Develop Transition Plan, Focused on Activities to Decrease Risk and Costs of Deploying IFM**
**Phase 3:  Implement Corporate Infrastructure and Services Operations Function**
**Improve How We Manage & Fund IT Infrastructure and Shared Services**

## Phase 1:  Assess Optimal Implementation Approach for a Corporate Infrastructure and Services Operations Function 
Assess current infrastructure capabilities and requirements
Establish specific goals, objectives, and priorities for improving operational efficiency
Identify internal enablers and impediments
Consider Lead Center, Center Consortium, GOCO, or outsource alternatives
Determine optimal financing and funding strategy for capital investment and ongoing operations and services
Define investment and transition timelines

Engage Stakeholders in Reviewing Approach
Technology, Mission, and Business Functions Involved

Go/No Go Decision to Proceed to Transition Planning Phase

- Assess current infrastructure capabilities and requirements
- Establish specific goals, objectives, and priorities for improving operational efficiency
- Identify internal enablers and impediments
- Consider Lead Center, Center Consortium, GOCO, or outsource alternatives
- Determine optimal financing and funding strategy for capital investment and ongoing operations and services
- Define investment and transition timelines
**Engage Stakeholders in Reviewing Approach**
- Technology, Mission, and Business Functions Involved
**Go/No Go Decision to Proceed to Transition Planning Phase**

**Fundamentally Change the Way We Manage NASA Infrastructure and Shared Services**

## Phase 2:  Develop Transition Plan, Focused on Activities to Decrease Risk and Costs of Deploying IFM
Pilot with selected Centers consistent with IFM rollout approach
Pilot with high priority functions and services
Corporate Directory Services
Secure Nomadic Access
Intrusion Detection and Vulnerability Assessments
Web Services and Management

Engage Stakeholders in Reviewing Approach and Plan
Technology, Mission, and Business Functions Involved

Go/No Go Decision to Proceed to Implementation Phase
Assess results
Go/No Go Decision to Proceed

- Pilot with selected Centers consistent with IFM rollout approach
- Pilot with high priority functions and services
**Corporate Directory Services**
**Secure Nomadic Access**
**Intrusion Detection and Vulnerability Assessments**
**Web Services and Management**
**Engage Stakeholders in Reviewing Approach and Plan**
- Technology, Mission, and Business Functions Involved
**Go/No Go Decision to Proceed to Implementation Phase**
- Assess results
- Go/No Go Decision to Proceed

**Fundamentally Change the Way We Manage NASA Infrastructure and Shared Services**

## Phase 3:  Implement Corporate Infrastructure and Services Operations Function, With Priorities Focused on Providing:

Flexible, Scalable, Robust Integrated corporate IT architecture, technology and management plan 

Address Immediate Issues and Requirements
Create Opportunities for Future Growth

Consistent approach for assessing and optimizing end-to-end performance
Build a set of best practices that take full advantage of prior work and investments
Facilitate communication, collaboration, and sharing of knowledge

Common IT security interface for corporate applications
Allow deployment of new applications and technologies more easily

- Flexible, Scalable, Robust Integrated corporate IT architecture, technology and management plan
- Address Immediate Issues and Requirements
- Create Opportunities for Future Growth
- Consistent approach for assessing and optimizing end-to-end performance
- Build a set of best practices that take full advantage of prior work and investments
- Facilitate communication, collaboration, and sharing of knowledge
- Common IT security interface for corporate applications
- Allow deployment of new applications and technologies more easily

**Fundamentally Change the Way We Manage NASA Infrastructure and Shared Services**

## Fundamentally Change the Way We Manage NASA Infrastructure and Shared Services

**Fundamentally Change the Way We Manage NASA Infrastructure and Shared Services**

## Improve How We Manage & Fund IT Infrastructure and Shared Services

**CIO Functions**

**Across**

** **

**Agency**

**IT **

**Investment**

**Council**

**Partners &**

**Community**

- Optimum

- IT Management

- Framework

- Optimum

- IT Management

- Framework

**Managing**
*IT Infrastructure & Shared Services*

**Funding**
** ***IT Infrastructure & Shared Services*

*Source of Funds*
*Oversight of Funds*
*Execution of Funds*

## A New IT Management Framework Will Position NASA’s IT Infrastructure as a Strategic Asset

**	****IT Operations and Services Management**

**	****IT Investment Council**** **
**Enterprises, AA’s, Centers**

**	****Agency Customers**

- Focus on corporate infrastructure,  common applications & shared services
- Strategic view

- Requirements
- Service Levels
- Customer Feedback
- User View

- CIOs, Operations Mgrs at Centers
- - Shared services
- - Corporate services
- - Applications infrastructure
- Management view

- Optimum
- IT Management
- Framework

**Capital**
**Investment**
**Council**

## One Funding Model to Consider ... 

**One Funding Model to Consider ... **

## Slide 105

## Foundational Functions and Services That Will Serve as Building Blocks for Communicating and Collaborating 

** ****Corporate Directory Services**
** ****Secure Nomadic Access**
** ****Intrusion Detection and Vulnerability Assessments**
** ****Web Services and Management**

## Corporate Electronic Directory- A Repository of People, Places, and Things that Enable Electronic Exchange of Information

**Search**

**Select**

**Obtain Information,**
**Contact**

**Strategic Recommendations – Step #2 – Corporate Directory**

## Corporate Electronic Directory- A Repository of People, Places, and Things that Enable Electronic Exchange of Information

- Non Recurring		$ 1.3M
- Recurring			$ 0.8M

- Business case analysis indicated ROI savings
- Consistency across the Agency in updates
- Foundational technology that will support PKI, DEN, secure authentication, etc.
- Enable future transitions to Active Directory

- Provide a centrally managed, Agency-wide, electronic directory.  The current Agency directory structure is very de-centralized and supports email applications.  Several future applications including security services, PKI, IFMP, collaborative systems, and network systems will rely on directory information.  This project will provide a robust capability under rigorous management that will serve as a foundation for these emerging applications.

**Summary**

**Costs**

**Benefits**

- Testing and detailed design is currently underway
- Agencywide implementation within 12 months after funding

- Timely funding
- Center buy-in and coordination
- Strong CIO governance

**Timeframe**

**Critical Success Factors**

**Strategic Recommendations – Step #2 – Corporate Directory**

## Secure, Nomadic Access Information - Anytime, Anywhere Availability

**Anytime**

**Anyplace**

**Availability**

**Strategic Recommendations – Step #2 – Nomadic Access**

## Secure, Nomadic Access Information - Anytime, Anywhere Availability

- Nonrecurring costs
- Ace Server (HW/SW, + 300 tokens) $25K/Center
- Broker/Gateway (HW/SW) $50K/Center
- Profile server (HW/SW) $10K/Center
- Total of $750K for 6 Centers
- Recurring costs - Hardware and Software Maintenance $150K

- Users can safely and securely get to their services from anywhere (kiosk, Center, home) without violating the firewall rules
- Establishes a preferred common interface and architecture
- Positions NASA to easily move into wireless, cell and wearable form factors without loosing capability
- Enables fast service changes without effecting the user

- Provide a secure connection for NASA employees  to  access  information from any machine on the Internet, without having to carry a laptop or palm.  In addition, secure nomadic access will not violate the ITS policies.

**Summary**

**Costs**

**Benefits**

- Pilot currently deployed
- Center expansion based on Center infrastructure's ability to support
- Development - 3 Months
- Deployment - 3 Months

- Potential performance problems
- Varying support of infrastructure at the Centers
- Consensus building at the Center level with comparable services

**Timeframe**

**Critical Success Factors**

**Strategic Recommendations – Step #2 – Nomadic Access**

## Unified Intrusion Detection Capability

**Strategic Recommendations – Step #2 – Intrusion Detection**

## Unified Intrusion Detection Capability

**Summary**

**Costs**

**Benefits**

**Timeframe**

**Critical Success Factors**

**Strategic Recommendations – Step #2 – Intrusion Detection**

- Create a unified, NASA-wide system for detecting, analyzing, and responding to attacks on our computers and networks.  The project will install new intrusion detection sensors on the NISN wide area network, collect data from existing intrusion detection sensors at NASA Centers and JPL, develop data analysis capabilities to detect patterns of attack, and disseminate better information to the Centers through NASIRC

- $1.5 M over 2 years from Code AO
- $XXXX from NISN funds

- Better, more timely information regarding attacks on our networks
- Enhanced IT security through better network detection

- Initial capability January 1, 2002
- Full capability by January 1, 2003

- Successful development of analysis capability
- Successful integration of data from different types of sensors
- Full cooperation of Centers in sharing their intrusion detection data
- Demonstration that better information leads to better network defense

## Slide 113

## Evolving Expectations for NASA Web

**NASA Entered the Internet as a Leader in Late 1980s**
- Adopted “Cottage Industry” Culture Typical of the Time Period
**Widely Recognized As World Class Presence for Space and Science Information With Over 225 Billion Hits a Month **
-  www.nasa.gov – Top 10 site for Yahoo Internet Life (2000)
-  Starchild, science@nasa – won Webby awards
-  Popular Science top 100 science sites – 10 were NASA sites
-  Astronomy picture of the day has won many awards
-  Earth Observatory – #1 on Popular Science’s list of 50 best earth science sites (‘99)
**Current Demands for Electonic Publishing are Rigorous**
- Available all the time
- Rich and consistent content
- Easy to find
- Easier to use
- Straightforward accessibility and navigation
- Secure and private
- Consistent with evolving laws and regulations

**Strategic Recommendations – Step #2 – Web Management**

## Slide 115

## Current Management Approach CANNOT Meet Demands

- Agency’s ability to communicate consistent, well organized content is constrained
- Limited controls on who can put a NASA public site on line or publish content
- Rules for content publishers are not clear or well understood
- Some sites in violation of law and public policy
- No overarching web management or architecture in place
- No Agency-level body has visibility into overall issues
- Ad hoc body of Webmasters addresses mainly technical aspects
- Web organization is different for each Enterprise or Center
- Inconsistent look and feel of sites, and quality of content varies significantly
- Technical and staff resources are not optimized
- Limited dedicated staff with wide range of skills and capabilities
- No way to determine true scope and cost of resources
- Difficult to leverage current and emerging technologies consistently

**Strategic Recommendations – Step #2 – Web Management**

## 1

- Public

- Employees

- Virtual
-  Teams

- Partners & Suppliers

**ACCESS**Via MyNASA, Inside NASA Portals and Websites

**CONTENT PUBLISHERS**

**E-PUBLISHING SUPPORT**Templates, Taxonomy , Validation, Compliance, Accountability, Maintenance

**TECHNOLOGY MANAGEMENT** Security, Web Hosting, Server Administration, Webshops, Web Development Services, Technology Tools: Portals & Search Engines

**GOVERNANCE** Policies, Guidelines Web Community Role Definitions, Web Manager, CIO Council

- Enterprises

- Public
- Affairs

- STI

- Authors

- Education

**Push&Pull/**
**Optimize**

**Decentralize**

**Centralize/**
**Optimize**

**Centralize/**
**Optimize**

**Centralize/**
**Optimize**

_**Organization**_

**Content Authors**

**Web Shops/Content Authors**

**Web**
**Shops**

_**Management**_

**Web Council/CIO Council/ Web Manager**

**Recommended Web Management Model**

- 2

**Strategic Recommendations – Step #2 – Web Management**

** ****PRELIMINARY DRAFT**

## Recommendations for Web Services Model 

**Establish Separate Web Functions for Delivery**
- Content creation continues to be the role of Projects, Programs, Enterprises, etc
- Distributed function
- Each organization performs these tasks using their individual operating models
- Delivery is centralized under one organization at each Center
- Web shops and consolidated servers established at each Center
**Agency-wide Web Management Function Established**
- Establish policy to ensure compliance with Federal regulations
- Establish NASA’s overall web architecture/taxonomy with Center activities linking into overall structure
- Leverage lessons learned and best practices and serve as resource for “have nots”

- 1

- 2

**Strategic Recommendations – Step #2 – Web Management**

## Web Management Summary - Defining and Implementing a Management Structure to Optimize Use of the Web

**Distributed**
**Content Creation**

**Access to Content**

**Repository**

**Content, Users, Rules**

**Deploy**

**Manage**
**Versions, Approval, Deployment**

**Metric Capture and Analysis**

**e-Publishing**

**Centralized & Optimized**
**Publishing at Web Shops**

**Web Management Summary - Defining and Implementing a Management Structure to Optimize Use of the Web**

**Strategic Recommendations – Step #2 – Web Management**

## Web Management Summary - Defining and Implementing a Management Structure to Optimize Use of the Web

- Consistency in organization and quality of published material at Center level
- Minimize redundant and conflicting information at Center level
- Ensure compliance with Federal law, regulations, and Agency policy

- Establish Agency web management model that defines overall responsibility and accountability for web management and architecture, through the creation of Center/Enterprise web shops that provide end-to-end web development and hosting services.

**Summary**

**Costs**

**Benefits**

- Finalize web management model:  5 months
- Implementation Planning & Execution:  3 months

- Funding / Cost
- Different Center operating models (e.g. fee for service, bandwidth costs)
- Buy-In at Centers
- Security
- Baseline equipment variations at each Center

**Timeframe**

**Critical Success Factors**

- New Funding:  $10-14 M/yr.
- Potential Savings: TBD

**Strategic Recommendations – Step #2 – Web Management**

## Slide 121

## Summary of Recommendations

**Web Management**

**Secure, Nomadic Access**

**Corporate Directory**

**Intrusion Detection**

**Timeframe**

**Nonrecurring Costs**

**Summary of Recommendations**

- TBD

- TBD

- 6 Mos.

- $750K

- 12 Mos.

- $1.3M

- TBD

- TBD

**Funded to Date**

- TBD

- $250K

- $0

- $0

**Recurring Costs**

**Funding Required to**
**Initiate Activity**

- TBD

- TBD

- $150K

- TBD

- $0.8M

- TBD

- TBD

- TBD

**Strategic Recommendations – Step #2 – Summary**

## Slide 123

## Conclusion

** ****PRELIMINARY DRAFT**

## By Attaining Its Strategic Goals, the eNASA Strategic Planning Initiative Will Benefit NASA’s Key Communities

**Customer-**
**focused**
**Capabilities**

**Enhanced**
**Business**
**Processes**

**New IT **
**Environment**

**Knowledge**
**Capture & **
**Management**

**Delivery of**
**Shared**
**Services**

**Management**
**of Corporate IT**
**Infrastructure**

- NASA’s key communities will benefit from customer-focused shared services and a new corporate IT environment

**Conclusion**

## eNASA Plays a Valuable Role in the Continuing Evolution of the Agency

**eNASA Plays a Valuable Role in the Continuing Evolution of the Agency**

- The evolution of the Agency over the past 8-10 years has provided us with many lessons learned and enhanced program management and engineering capabilities
- It is time to leverage these lessons learned and focus on establishing an IT infrastructure that supports the future needs of the Agency
- We must treat our IT infrastructure as a strategic asset that is a necessary enabler to meet future Agency initiatives
- Technology is not the challenge to meeting the future need of the Agency - we must focus on a “One NASA” approach to IT that allows us to make best use of our limited resources
- It is time to change the way we manage and implement our IT