# Presentation: 899492

## Code JI Functional Leadership Plan (FLP)Status and Issues Discussion

## Background

**At the December 2001 QSR Discussion at WSTF we discussed the requirement for HQ functional offices to develop and implement an FLP**
**Also discussed:**
- Code J is updating it’s FLP for it’s functional areas (approximately half of the recognized Agencywide functions), and that Code JI would need to develop a plan for Agencywide QMSs conforming to ISO 9001
- We would need a draft plan the week after the December QSR but that the good news is that the plan could be limited to our current efforts
- Other than managing QSRs our role was predominately limited to central services, e.g., the registrar contract
- A host of typical duties of a functional office that we could not support with existing resources
- General processes for how might collaboratively develop the JI plan
- The need to view the FLP as our marketing opportunity
- JI FLP’s focus of optimizing across NASA

**Notes:**
 Welcome to WSTF - primary mission is to provide expertise and infrastructure to test and evaluate spacecraft materials, components, and rocket propulsion systems
 Primary reason we decided to meet at WSTF is to provide many of you an opportunity to visit a smaller NASA site you may not have seen before.
 4th QSR - following KSC, HQ, and NQA summer teaming
Unfortunately, we’ve been somewhat in limbo over the past year.   We’ve spent most of the past year dealing with the impending transition of Administrators.  While that’s been recently resolved, we’re still unsure what the new Administrator will bring we do know:
  His forte is high level management, and he was very active at OMB in Performance Management a la GPRA which aligns well with HQ transition to ISO 9001:2000
 Space Station management will be a priority
 Future Opportunity?  We think so - we have an opportunity to demonstrate the value of our QMS’s to the new Administrator, and build on our past successes and the opportunities provided by Y2K to further integrate and align our management systems.  That raises the issue of future goals and objectives and our Agencywide FLP
 Functional Leadership Plans - We’ve discussed on several occasions, and will have an opportunity to discuss in greater detail tomorrow.  Don’t get overexcited, but I found out 2 weeks ago that Code J wants a draft by next week!  We need to view the FLP as a marketing tool to the (to the new Administrator)
 QSRs and Actions - We’ve talked about this before, but we need to remember that we agreed that the value of our QSRs is primarily in the process of deliberating ideas, sharing information, and coordinating approaches.  While we should take action if prudent, we need to be realistic by ensuring:  1)  actions pass the “so what” test, 2)  actions add-value to what we’re doing, 3)  actions are realistic given the current environment

## Status

**Presented draft (that I provided you at the December QSR) to Code J and J directors week after last QSR.  No real hard issues identified.**
**Focus on Code J implementation plan recently has been on the common elements to Code J as a whole, and consistent and simplified format for all offices**
**I’ve worked on the JI FLP sporadically since December and have another (albeit) incomplete version for you to review and comment on as you see fit when you return to your Center – need your Center to provide feedback so I can put together “the 80% solution”**
**Code J 3 day retreat scheduled for May 15-17.  Purpose is to review all inputs to J FLP,i.e., facilities, environment, logistics, directives management, etc., as well as Code JI’s Agencywide QMS efforts.**
- Code J expectation is to finalize FLP changes at retreat so we can publish an updated Code J FLP

- * To date, courses have been provided through NQA  contract, but JI not limited to NQA as source

**Notes:**
 Welcome to WSTF - primary mission is to provide expertise and infrastructure to test and evaluate spacecraft materials, components, and rocket propulsion systems
 Primary reason we decided to meet at WSTF is to provide many of you an opportunity to visit a smaller NASA site you may not have seen before.
 4th QSR - following KSC, HQ, and NQA summer teaming
Unfortunately, we’ve been somewhat in limbo over the past year.   We’ve spent most of the past year dealing with the impending transition of Administrators.  While that’s been recently resolved, we’re still unsure what the new Administrator will bring we do know:
  His forte is high level management, and he was very active at OMB in Performance Management a la GPRA which aligns well with HQ transition to ISO 9001:2000
 Space Station management will be a priority
 Future Opportunity?  We think so - we have an opportunity to demonstrate the value of our QMS’s to the new Administrator, and build on our past successes and the opportunities provided by Y2K to further integrate and align our management systems.  That raises the issue of future goals and objectives and our Agencywide FLP
 Functional Leadership Plans - We’ve discussed on several occasions, and will have an opportunity to discuss in greater detail tomorrow.  Don’t get overexcited, but I found out 2 weeks ago that Code J wants a draft by next week!  We need to view the FLP as a marketing tool to the (to the new Administrator)
 QSRs and Actions - We’ve talked about this before, but we need to remember that we agreed that the value of our QSRs is primarily in the process of deliberating ideas, sharing information, and coordinating approaches.  While we should take action if prudent, we need to be realistic by ensuring:  1)  actions pass the “so what” test, 2)  actions add-value to what we’re doing, 3)  actions are realistic given the current environment

## Current Format and Content for FLP

_**JI Mission**_** - **...leads, manages, and coordinates Headquarters-wide (HQ) and Agencywide Quality Management Systems (QMS) in a manner that strengthens NASA mission management practices, results in improved mission performance, and ultimately improves the quality of Agencywide products and services, with the goal of enhancing customer satisfaction.
- Also provides background regarding what ISO’s (really) all about.
- Felt the need to do so based on apparent common lack of understanding across HQ
_**Focus Areas**_ – 2 – HQ-wide and Agencywide
- _HQ-wide_ - leading the evolution of the HQ QMS to meet the requirements of ISO 9001:2000, as well as providing overall leadership and management of the HQ QMS, and monitoring its continuing suitability and effectiveness
- _Agencywide _- provide collaborative functional management that optimizes NASA’s ability to manage the quality of its key products and services...currently limited to providing various QMS central services, and coordinating with the Agencywide ISO 9001 registrar and Center QMS representatives to identify synergies, gaps, and improvement opportunities between the separate QMSs.

**Notes:**
 Welcome to WSTF - primary mission is to provide expertise and infrastructure to test and evaluate spacecraft materials, components, and rocket propulsion systems
 Primary reason we decided to meet at WSTF is to provide many of you an opportunity to visit a smaller NASA site you may not have seen before.
 4th QSR - following KSC, HQ, and NQA summer teaming
Unfortunately, we’ve been somewhat in limbo over the past year.   We’ve spent most of the past year dealing with the impending transition of Administrators.  While that’s been recently resolved, we’re still unsure what the new Administrator will bring we do know:
  His forte is high level management, and he was very active at OMB in Performance Management a la GPRA which aligns well with HQ transition to ISO 9001:2000
 Space Station management will be a priority
 Future Opportunity?  We think so - we have an opportunity to demonstrate the value of our QMS’s to the new Administrator, and build on our past successes and the opportunities provided by Y2K to further integrate and align our management systems.  That raises the issue of future goals and objectives and our Agencywide FLP
 Functional Leadership Plans - We’ve discussed on several occasions, and will have an opportunity to discuss in greater detail tomorrow.  Don’t get overexcited, but I found out 2 weeks ago that Code J wants a draft by next week!  We need to view the FLP as a marketing tool to the (to the new Administrator)
 QSRs and Actions - We’ve talked about this before, but we need to remember that we agreed that the value of our QSRs is primarily in the process of deliberating ideas, sharing information, and coordinating approaches.  While we should take action if prudent, we need to be realistic by ensuring:  1)  actions pass the “so what” test, 2)  actions add-value to what we’re doing, 3)  actions are realistic given the current environment

## Current Format and Content for FLP – cont’d

_**Core Activities**_ – mention how we’re aligned with the redbook functions of providing *functional leadership*, *central services* and *staff to the Administrator*.  Then separate in HQ-wide and Agencywide activities.  Agencywide:
- _Functional Leadership_
- Lead QSR's...to review recent ISO 9001 registrar findings for determination of potentially systemic applicability across NASA.  They are also conducted to:
- determine and resolve vulnerabilities in the control of the flow of requirements and work processes across NASA,
- identify and “sell” opportunities for breakthrough and continuous management system improvements,
- improve system consistency and standardize (where in the best interest of the Agency), and
- improve QMS integration across NASA.
- Help ensure new initiatives such as those identified under the President’s Management Agenda are fully integrated into Agencywide management systems.
- Advocate robust QMS methods and best practices, and disseminate QMS lessons learned across NASA

**Notes:**
 Welcome to WSTF - primary mission is to provide expertise and infrastructure to test and evaluate spacecraft materials, components, and rocket propulsion systems
 Primary reason we decided to meet at WSTF is to provide many of you an opportunity to visit a smaller NASA site you may not have seen before.
 4th QSR - following KSC, HQ, and NQA summer teaming
Unfortunately, we’ve been somewhat in limbo over the past year.   We’ve spent most of the past year dealing with the impending transition of Administrators.  While that’s been recently resolved, we’re still unsure what the new Administrator will bring we do know:
  His forte is high level management, and he was very active at OMB in Performance Management a la GPRA which aligns well with HQ transition to ISO 9001:2000
 Space Station management will be a priority
 Future Opportunity?  We think so - we have an opportunity to demonstrate the value of our QMS’s to the new Administrator, and build on our past successes and the opportunities provided by Y2K to further integrate and align our management systems.  That raises the issue of future goals and objectives and our Agencywide FLP
 Functional Leadership Plans - We’ve discussed on several occasions, and will have an opportunity to discuss in greater detail tomorrow.  Don’t get overexcited, but I found out 2 weeks ago that Code J wants a draft by next week!  We need to view the FLP as a marketing tool to the (to the new Administrator)
 QSRs and Actions - We’ve talked about this before, but we need to remember that we agreed that the value of our QSRs is primarily in the process of deliberating ideas, sharing information, and coordinating approaches.  While we should take action if prudent, we need to be realistic by ensuring:  1)  actions pass the “so what” test, 2)  actions add-value to what we’re doing, 3)  actions are realistic given the current environment

## Current Format and Content for FLP – cont’d

- _Central Service_
- Manage the Agencywide registrar contract - Work with Centers and CO to determine NQA needs, develop and advocate budgets (Code C), develop Agencywide NQA site visit schedules, share results of visits for purposes of determining systemic nature of findings, and oversee NQA performance.
- Provide Agencywide QMS and ISO 9001 training - Work with Centers to determine needs, develop and advocate budgets (Code F), determine best method of performance, develop and oversee course content and schedules, and oversee performance.
- Maintain/Improve/Reengineer Agencywide QMS web site - providing Agencywide information and links to Center QMS's and document libraries.
- Provide Agencywide web-access to the QMS tools such as the *Benchmarking Exchange*
- _Staff to the Administrator_
- Advocate the value of Agencywide QMS’s to NASA senior management
- Provide NASA senior management with insight into Center QMS activities and results** **

**Notes:**
 Welcome to WSTF - primary mission is to provide expertise and infrastructure to test and evaluate spacecraft materials, components, and rocket propulsion systems
 Primary reason we decided to meet at WSTF is to provide many of you an opportunity to visit a smaller NASA site you may not have seen before.
 4th QSR - following KSC, HQ, and NQA summer teaming
Unfortunately, we’ve been somewhat in limbo over the past year.   We’ve spent most of the past year dealing with the impending transition of Administrators.  While that’s been recently resolved, we’re still unsure what the new Administrator will bring we do know:
  His forte is high level management, and he was very active at OMB in Performance Management a la GPRA which aligns well with HQ transition to ISO 9001:2000
 Space Station management will be a priority
 Future Opportunity?  We think so - we have an opportunity to demonstrate the value of our QMS’s to the new Administrator, and build on our past successes and the opportunities provided by Y2K to further integrate and align our management systems.  That raises the issue of future goals and objectives and our Agencywide FLP
 Functional Leadership Plans - We’ve discussed on several occasions, and will have an opportunity to discuss in greater detail tomorrow.  Don’t get overexcited, but I found out 2 weeks ago that Code J wants a draft by next week!  We need to view the FLP as a marketing tool to the (to the new Administrator)
 QSRs and Actions - We’ve talked about this before, but we need to remember that we agreed that the value of our QSRs is primarily in the process of deliberating ideas, sharing information, and coordinating approaches.  While we should take action if prudent, we need to be realistic by ensuring:  1)  actions pass the “so what” test, 2)  actions add-value to what we’re doing, 3)  actions are realistic given the current environment

## Next Steps

**I don’t have the luxury of time to form an Agencywide team to help us finalize the content of our FLP**
- Doesn’t mean I can’t keep you all involved in the process through our current email processes
**I will need to have a final draft by the end of April**
- I have some inputs from JSC, KSC, LaRC, and GRC I still need to consider in preparing the final draft
- Any other inputs based on this session are strongly encouraged if your Center would like a say in JI’s future focus
- Will get you what I think is a decent complete draft by mid-April for your review and comment.
**What metrics should JI consider?  Something we can all measure and roll-up? Something different?**
**President’s Management Agenda Initiatives – How do we handle?  For that matter, how do we deal with ANY management initiative. E.g., SRR. Freedom to manage, etc., etc.?**

**Notes:**
 Welcome to WSTF - primary mission is to provide expertise and infrastructure to test and evaluate spacecraft materials, components, and rocket propulsion systems
 Primary reason we decided to meet at WSTF is to provide many of you an opportunity to visit a smaller NASA site you may not have seen before.
 4th QSR - following KSC, HQ, and NQA summer teaming
Unfortunately, we’ve been somewhat in limbo over the past year.   We’ve spent most of the past year dealing with the impending transition of Administrators.  While that’s been recently resolved, we’re still unsure what the new Administrator will bring we do know:
  His forte is high level management, and he was very active at OMB in Performance Management a la GPRA which aligns well with HQ transition to ISO 9001:2000
 Space Station management will be a priority
 Future Opportunity?  We think so - we have an opportunity to demonstrate the value of our QMS’s to the new Administrator, and build on our past successes and the opportunities provided by Y2K to further integrate and align our management systems.  That raises the issue of future goals and objectives and our Agencywide FLP
 Functional Leadership Plans - We’ve discussed on several occasions, and will have an opportunity to discuss in greater detail tomorrow.  Don’t get overexcited, but I found out 2 weeks ago that Code J wants a draft by next week!  We need to view the FLP as a marketing tool to the (to the new Administrator)
 QSRs and Actions - We’ve talked about this before, but we need to remember that we agreed that the value of our QSRs is primarily in the process of deliberating ideas, sharing information, and coordinating approaches.  While we should take action if prudent, we need to be realistic by ensuring:  1)  actions pass the “so what” test, 2)  actions add-value to what we’re doing, 3)  actions are realistic given the current environment