Intelligent Automation 

National Aeronautics and Space Administration

www.nasa.gov

at NASA

IT Talk

Apr - Jun 2024 Volume 14 • Issue 2
IT Talk

Apr - Jun 2024 Volume 14 • Issue 2

Office of the CIO

NASA Headquarters

Mary W. Jackson Building

300 E Street SW

Washington, D.C. 20546

Chief Information Officer

Jeff Seaton

Editor & Publication Manager

Eldora Valentine

Graphic & Web Designer

Michael Porterfield

Copy Editor

Meredith Isaacs

Michelle Kim

IT Talk is an official publication of the 

Office of the Chief Information Officer 

of the National Aeronautics and 

Space Administration, Headquarters, 

Washington, D.C. It is published 

by the OCIO office for all NASA 

employees and external audiences.

For distribution questions or to 

suggest a story idea, email:

eldora.valentine-1@nasa.gov

To read IT Talk online visit:

www.nasa.gov/it-talk

For more info on the OCIO:

v www.nasa.gov/ocio

v nasa.sharepoint.com/sites/cio/

 (Internal NASA network only)

www.facebook.com/NASAcio

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Message From 

the NASA CIO

At NASA, We Lead: An 

Update on Intelligent 

Automation!

Goddard’s Digital 

Transformation

The Pandemic

as a Technology

Accelerator

ITSM Tool Transition

Project: The Importance 

of Collaboration

In this Issue
Workplace and Collaboration Services (WCS) News and Updates

Check out the latest news from WCS (all links are internal to NASA):

• Migrations to Intune for Mobile Device 

Management Coming Soon

• Stay Up to Date on the Rollout of Follow Me Print

• Windows 11 Availability

• macOS Sonoma (14) Availability

• New iOS Update Warning on Your Mobile 

Device to Remind You to Update

• New Personal Android MDM 

Enrollments No Longer Allowed

• New Microsoft Power Platform Licenses 

Now Available to Order

• Enterprise Service Desk Call Handling Process Change

• New Teams is Now Available

• Understanding Druva vs. OneDrive

• Teams Enhancements: OneDrive App is Replacing 

Files App; New Search Experience; People App; 

Add Channel Meetings to Personal Calendars; 

Forward Messages in Teams Chats; and More

• See What's New with ICAM

NASA is at the forefront of intelligent automation (IA) in the Federal Government. 

In this issue, we will look at how the NASA workforce is finding opportunities to 

insert IA solutions that make day-to-day work smarter, faster, and more rewarding for employees. 

NASA’s Digital Transformation (DT) is connecting, integrating, and facilitating 

solutions to accelerate the transformation of NASA’s work, workforce, and workplace. We’ll explore how Goddard’s Digital Transformation vision is accelerating 

science discovery and enabling mission success at the agency. 

Adding resilience to our systems increases the flexibility and longevity of our 

investments. We’ll examine how the Network and Telecommunication Services 

Software-Defined Architecture (SDA) project is significantly increasing the security posture of NASA’s network. 

It has been a few years since many of us started working remotely. We all have adjusted to our new at-home/in-office 

hybrid work posture. Having secure and reliable IT tools help us all get work done more efficiently. We’ll look at how hybrid 

collaboration at NASA is soaring to new heights.

We have a terrific lineup of stories for you in this issue. I hope you enjoy reading our articles!

With gratitude,

Jeff Seaton

NASA Chief Information Officer

NASA OCIO IT Talk Apr - Jun 2024 3

Message from the NASA CIO
The Pandemic as a Technology Accelerator

By Michelle Kim, Communications Strategist, NASA Headquarters, in collaboration with Jules Casuga, Chris Hines,

Jeffrey Hale, Patrick O’Neill, Robert Allen, and Jonathan Norori, Workplace & Collaboration Services

With the looming possibility of widespread return-to-office (RTO) policies being enforced for most Federal 

agencies, Federal employees are left 

pondering the fate of their remote and 

hybrid work arrangements. Will the 

resurgence of in-person work environments diminish the prevalence and 

flexibility of hybrid models that have 

become integral to their work routines 

during the pandemic? Hardly. 

This was the resounding response 

from Jules Casuga, Workplace and 

Collaboration Services’ (WCS’s) 

Collaboration Chief, countering the 

prevailing uncertainty: “For all hybrid technologies, it is the new norm 

nowadays. We’ve seen it where the 

Google folks, the Microsoft folks, are 

being forced to come back. But from 

a NASA standpoint, we are going to 

continue to provide that capability to 

work remotely.”

Hybrid collaboration has long been 

an enticing prospect for NASA. Even 

before the COVID-19 pandemic, 

virtual conferencing and collaboration services were receiving significant 

attention and investment. However, 

the pandemic abruptly reshaped the 

landscape, opening a realm of dynamic possibilities that were once confined 

to specialized conferencing events. 

Bob Allen, telecommunications specialist from WCS, elucidates, “The 

agency's interest and investment in 

hybrid solutions has been high from 

the get-go. We just weren't sure what 

they were initially. We were struggling 

to define exactly what hybrid meant. 

The pandemic kind of forced us to 

jump in all the way.”

With a decisive push from the pandemic, the Modern and Inclusive 

Collaboration Spaces (MICS) team 

was established in April 2021 to assess and try various tools, assembling 

a core toolkit of hybrid collaboration 

solutions. Through partnership with 

the WCS Collaboration team, MICS 

procured and deployed a suite of efficient hybrid collaboration tools still 

available to employees today, including the following:

E-mail and instant-messaging forms of 

communication: 

• Outlook is an e-mail management 

software that allows businesses to 

organize e-mails, calendar items, 

and contacts in one place.

• Teams allows hybrid conferencing 

and collaborative activities through 

chat or a voice or video call.

• Slack is a team collaboration 

platform with text messaging, filesharing, video calling, and group 

messaging.

Software-based tools that enable NASA 

employees to virtually collaborate:

(continued on page 5)

4 www.nasa.gov
NaTS Completes Installation of Starlink on 

NASA Barge Pegasus

By Sylvester Placid, AEGIS Communications Team Lead, Marshall Space Flight Center

Network and Telecommunications 

Services (NaTS) supported by the 

Advanced Enterprise Global IT Solutions (AEGIS) team completed 

installation of Starlink satellite data 

services on NASA’s historic barge, 

Pegasus, enabling improved mobile 

data communications on board. 

Pegasus ferries the core stage of the 

Space Launch System (SLS) rocket 

used for Artemis missions from the Michoud Assembly Facility (MAF), where 

SLS is assembled, to other NASA centers for testing and launch. Pegasus 

has been in use since 1999, when it 

was designed and built to ferry the external tank for the space shuttle from 

MAF to Kennedy Space Center, a 900-

mile journey across open ocean and 

inland waterways. Pegasus replaced 

NASA barges Poseidon and Orion, 

which were used for Saturn rocket 

stages during the Apollo missions.

In addition to the innovative implementation of Starlink on board Pegasus 

for use at sea, the team also installed 

AT&T 5G Firstnet services for failover 

capability and use while Pegasus 

is located closer to the coast.

Barge Pegasus docked in harbor at NASA’s Michoud Assembly Facility

Credit: (NASA/Steven Seipel)

• Office 365 is a comprehensive 

suite of cloud-based collaboration 

tools that provides enhanced team 

communication and productivity.

• Box delivers file-sharing for collaboration with external partners.

• Google Workspace is a cloudbased solution for connecting and 

sharing non-sensitive data with 

NASA employees and external 

partners.

• Mural Whiteboard supplies digital 

whiteboard capabilities for visual 

collaborative activities within NASA.

And lastly, hybrid videoconferencing 

solutions and accessories: 

• Zoom Webinar is a webinar solution for non-ITAR/EAR/CUI publicfacing events.

• Communique is NASA’s virtual 

event conferencing program.

• Webex is a conferencing solution 

that accommodates large events 

of up to 1,000–3,000 attendees.

Jonathan M. Norori, IT specialist at 

WCS, emphasizes the importance of 

meeting evolving customer needs, 

noting, “I think one of the biggest differences from when we started, is that 

we definitely have a deeper dive and 

understanding on how to modify our 

offerings.” Notable recent additions 

to the hybrid conferencing catalog 

include the following: 

• Crestron Flex Videoconference 

System: A tabletop conferencing 

system with features such as a 

7-inch HD display, a collaboration 

camera, HDMI over CATx Receiver, cables, and power supply.

• Cisco Room Bar: A compact 

device that employs crisp stereo 

sound, dual-screen support with 

full HD/4K quality, and seamless 

USB-C connection.

• Owl 3 Camera: A fully immersive webcam with a panoramic 

360-degree camera with 1080p 

quality. Equipped with eight omnidirectional Smart Mics and three 

built-in speakers for 360-degree 

sound coverage.

• Surface Hub: An all-in-one 

collaborative meeting platform 

with whiteboard capabilities. 

Enables flexible conferencing with full-range, front-facing, 

three-way stereo speakers; up 

to 2x full-band eight-element 

microphone array; Microsoft 

Surface Hub Smart Camera; 

4K; and USB-C connection.

NASA’s commitment to exploring and 

advancing new technologies for its 

employees and customers remains 

unwavering. “We’re not going to revert 

back—[our technologies] are only 

going to mature,” assures Casuga, 

hinting at attending an Apple device 

presentation for extended reality (XR) 

devices. He underscores the new goal 

of integrating XR into hybrid collaboration technology and exploring the 

possibilities this integration offers.

NASA OCIO IT Talk Apr - Jun 2024 5
Approximately seven years ago, there 

was no Intelligent Automation (IA) in 

the Federal Government. Then, the 

NASA Shared Services Center (NSSC) 

introduced our first bot, using Robotics Process Automation (RPA) technology, into the NSSC workforce as a pilot. As a direct result, the Department 

of Defense (Army) started a pilot, as 

did the General Services Administration (GSA) and the United States Postal Services (USPS). As the NSSC pilot 

blossomed into the NSSC Intelligent 

Automation Services (IAS) Program, so 

did all other Government IA programs 

from agencies such as the National 

Science Foundation (NSF), the U.S. 

Department of Agriculture (USDA), the 

U.S. Department of State (DOS), the 

Internal Revenue Service (IRS), etc.

At NASA, we lead, and we are recognized as being the leader, in IA development as a Qualified Service Provider 

for the NASA Enterprise Automation 

Services (NEAS). As for the NSSC, 

the NSSC IAS team has developed 

approximately 95 percent of the NEAS 

portfolio. Let us take a look at the current trajectory of the RPA program.

If you are not familiar with RPA, it is 

a type of software that can augment 

work you do. Think of it as a personal 

digital intern that works directly for 

you. It supports you by performing a 

predefined and repeatable computer 

processing action or set of actions. 

Although IA is on the lower end of the 

Artificial Intelligence (AI) spectrum, the 

landscape and terminology have matured over the years, and you will often 

hear bots referred to as digital workers. Bots can be created and configured to perform many different types 

of role-based functions, including, but 

not limited to, transactional processing, data manipulation, and reporting. 

Intelligent Automation (IA) is the sweet 

spot between AI and RPA. 

The NSSC has developed and deployed bots for internal NSSC operations and for several NASA Mission 

Enterprise Support Offices (MESOs). 

Why did we incorporate bots? When 

deployed to support operations, bots 

can decrease backlog, accelerate 

onboarding new services within the 

current staffing, enforce compliance 

for equity of service, and allow users 

to focus on higher-value work. One of 

our most recent notable automations 

was for the NSSC’s Accounts Payable Team in Financial Management 

to assist with records destruction. 

This automation now retrieves data 

elements from NASA’s core financial system, SAP, based on contract 

closeout dates and a contract number to generate a complete destruction eRecord report. Over one million 

documents have been identified and 

prioritized for destruction. Without 

this bot automation, approximately 

20 additional work-year equivalents 

would be needed to perform this 

work. Overall, the NSSC has approximately 119 automations interacting 

with over 45 applications within NASA 

and other Government agencies.

Even though the NSSC has been successful with our automations over the 

years, there are still several lessons 

that were learned throughout our innovation journey that are relevant today. 

Listed below are lessons learned that 

may be helpful to speed up adoption 

in your organization or to keep in mind 

when exploring innovation or digital 

transformation:

At NASA, We Lead:

An Update on Intelligent Automation!

By Christine Gex, Intelligent Automation Services Manager, NASA Shared Services Center

6 www.nasa.gov
• Be ready for and accepting of 

change; service offerings, best 

practices, and terminology are 

constantly evolving.

• Encourage “out of the box” 

thinking. Question the status 

quo/“we’ve always done it this 

way” mindset.

• Ensure that automation controls 

are in place and sufficient. The bot 

should validate “authority to execute” each time the process runs.

• Seek customers who desire to be 

on the cutting edge and who will 

be good technology ambassadors. 

• Establish a process for handling 

system changes/enhancements 

early in the program.

• Win over crowds with bot demonstrations; these are far more 

effective than relying only on a 

PowerPoint presentation. 

• Start with some quick wins: Intelligent Automation adoption is a 

marathon, not a sprint.

• Take advantage of trends: While 

Federal Government Digital Transformation is at the forefront, Federal agencies still struggle with fully 

integrating and adopting emerging 

technologies into their operations. 

However, there is a big push for AI 

and availability of AI into our current applications. Use this “push” 

to leverage AI to your benefit. 

NSSC is a thought leader of shared 

services, both with private industry and 

within the Government. Our IAS team 

is constantly working across the NASA 

workforce to find opportunities to insert 

IA solutions where they will make dayto-day work smarter, faster, and more 

rewarding. We are looking for ways to 

leverage the universe of IA solutions 

that exists seven years after we started 

our RPA mission. Small but important 

tasks can be used to leverage a Microsoft Enterprise solution; interactive 

Conversational Agents (smart chatbots) 

may also be used to reduce calls to the 

help desk; and tools for process mining 

and document understanding will soon 

bring secure, equitable, and enhanced 

processing to travel, procurement, 

finance, human resources, and information technology. IAS will continue to 

enable mission success, and we look 

forward to the future.

NASA OCIO IT Talk Apr - Jun 2024 7
Goddard’s Digital Transformation

By Matt Dosberg, Digital Transformation Lead, Goddard Space Flight Center

Goddard Space Flight Center’s 

(GSFC’s) Digital Transformation 

(DT) vision is to accelerate science 

discovery and enable mission success 

through the power of data and 

digital technologies. The Goddard 

DT vision is focused on delivering 

value by achieving outcomes such 

as the following: (1) timely decisionmaking across the enterprise; (2) the 

enabling of an increasingly connected, 

decentralized workforce, both 

internally and externally; (3) the use 

of modern advancements, processes, 

and technologies; and (4) the freeingup of NASA’s skilled workforce to 

focus on skill-driven tasking and 

the improvement of efficiency and 

workforce happiness. The Goddard 

DT strategy aligns with the NASA 

Digital Transformation Framework 

with a focus on the transformational 

targets shown in the diagram below.

At Goddard, the Headquarters/GSFC 

Office of the Chief Information Officer 

(OCIO) is leading the transformation by 

establishing, facilitating, and growing 

communities of technology disruptors 

and change agents across the center. 

Examples include the Goddard DT 

Working Group, the Goddard CrossDirectorate Data Strategy Group, and 

the Goddard Artificial Intelligence (AI) 

Lead Community. All are helping with 

identifying center needs, building support and advocacy across organizations, and organizing around solutions 

that leverage OCIO enterprise services 

and platforms. The success of the 

Goddard DT effort is demonstrated 

through the various accomplishments.

Delivered the GSFC Digital 

Transformation Plan

Established, led, and coordinated strategic pilotsEstablished and facilitated 

Innovation Showcases

Co-Led GSFC Artificial 

Intelligence (AI) Strategy

Drafted the GSFC Digital Transformation Plan in 

coordination with the GSFC 

Chief Digital Engineer, the 

GSFC DT Working Group, 

and other stakeholders from 

across the center. The plan 

reflects DT goals, objectives, 

priorities, and activities.

Led the formulation and 

implementation of strategic 

pilots that serve as pathfinders and catalysts of GSFC 

DT, to include activities in 

the target areas of Transform Engineering, Transform 

Discovery, Transform Decision Making, and Transform 

Operations. Examples 

include the Smart Projects 

and Reviews with Transformative Analytics (SPARTA), 

Goddard Facilities Digital 

Twin, and the Goddard Digital Thread.

Planned, coordinated, and 

hosted the Information Science & Technology (IS&T) 

Colloquium Series, where 

concepts such as ChatGPT, 

DNA Data Storage, and the 

Metaverse, among others, 

were discussed. Established 

the Innovation Connection (ICon Hub) Technology Showcase Series with 

events that focused on 

emerging technologies, such 

as extended reality, innovative mindsets, systems engineering innovation, quantum, and generative AI.

Co-led the formulation and 

implementation of the GSFC 

AI Strategy, which included 

coauthoring the GSFC AI 

Strategy, organizing the 

GSFC AI Lead Community, sourcing use cases 

and projects, onboarding 

capabilities, benchmarking, 

and amplifying the GSFC AI 

Center of Excellence (CoE) 

website.

(All links internal to NASA)

8 www.nasa.gov
SDA: Software Defined Access

By Jason Sumner, IT Project Manager, Marshall Space Flight Center

The Software Defined Access (SDA) 

project running under Network and 

Telecommunications Services (NaTS) 

is an effort to modernize and standardize NASA’s local area network (LAN) 

through the implementation of Cisco’s 

software-defined networking. SDA was 

initiated under the Communications 

Program and has existed through the 

evolutions from center-managed networks, to a communications projectmanaged service under the Centralized Network Operations Center, and 

finally to an OCIO–NaTS-managed 

enterprise network under the NASA 

Integrated Operations Center (NIOC). 

The LAN will be defined and maintained through Cisco software in what 

is known as the "fabric," consisting 

of an underlay and overlay fabric. 

Think of the underlay fabric as the 

robust traditional network with the 

complexity of redundancy and resiliency. The overlay fabric is a virtual 

extrapolation of the NaTS Enterprise 

Network that runs on top of the underlay fabric, comprising four different 

planes that enable the control, data, 

security policy, and management 

of the SDA fabric, which simplifies, 

secures, and automates the management of the NaTS Enterprise LAN.

Changes are now performed in a 

management web application that 

orchestrates changes and maintenance with process improvements like 

golden image software and configuration deployment, pre-/post-testing and 

validation, software inventory management, and dynamic reconfiguration of 

the LAN based on where user devices 

authenticate. This practice bolsters 

security through network segmentation and device authentication while 

enabling the customers to have more 

autonomy as they can add or remove 

their devices in the Network Access 

Control (NAC) Enrollment Gateway 

without network change requests for 

preexisting network zones. 

In March 2023, the SDA project was 

at 10.6 percent completion (with 356 

switches migrated), experiencing 

budget and scheduling issues, and 

only actively performing migrations at 

Headquarters (HQ), Langley Research 

Center (LaRC), Michoud Assembly 

Facility (MAF), Marshall Space Flight 

Center (MSFC), and Wallops Flight 

Facility (WFF). By May 2023, after 

significant effort, the OCIO Network 

Segmentation Governance Document 

had been updated, and it awarded 

NaTS-delegated approval authority to 

new network segments as owners of 

the NaTS Enterprise Network.

The SDA project at the time of the new 

delegation was 13.7 percent completed 

(with 467 switches migrated) and active 

at Glenn Research Center (GRC), HQ, 

the Independent Verification and Validation (IV&V) Facility, LaRC, MAF, MSFC, 

Stennis Space Center (SSC), and WFF.

Since then, the SDA project has 

continued to accelerate and is at 

28.73 percent complete agencywide 

(954/3,321 switches migrated), complete at IV&V and MAF, and actively 

migrating at Armstrong Flight Research Center (AFRC), Ames Research 

Center (ARC), GRC, HQ, Johnson 

Space Center (JSC), Kennedy Space 

Center (KSC), LaRC, MSFC, SSC, and 

WFF, with HQ, LaRC, and MSFC being 

over 80 percent complete.

Additionally, the SDA project has been 

the driving force to replace/upgrade 

end-of-life devices or non-compatible 

hardware, update network switch 

software, complete the closure of 

open/unauthenticated ports agencywide, and provide funding for several 

infrastructure upgrades, to include but 

not limited to cable plant projects at 

ARC and SSC. These successes are a 

culmination of the work of SDA staff; 

Network, Transport, and Data Distribution staff; service liaisons, and AEGIS 

NIOC and center staff. 

The SDA project, seven months into 

its acceleration efforts, finished 2023 

strong. The team is working to acquire 

funding through the Technology Modernization Fund, support the consolidation of the NASA Shared Services 

Center and SSC, and began the new 

year with the intention of maintaining 

intensity throughout 2024.

NASA OCIO IT Talk Apr - Jun 2024 9
ITSM Tool Transition Project:

The Importance of Collaboration

By Lydia M. Ferguson, ITSM Project Manager, OCIO Enterprise Program/Project Management Office, NASA Headquarters

Cross-cutting Business Solutions’ 

(CBS) IT Service Management (ITSM) 

Tool Transition Project is working to 

implement an enterprise ITSM solution in a single ServiceNow instance 

and standardize core ITSM processes 

across the enterprise. While desperately needed, achieving this enterprise 

solution is a Herculean task, requiring 

enormous interaction and collaboration 

to standardize processes that currently 

are varied across the agency. 

The ITSM Tool Transition project 

therefore leverages representation from 

across the agency. The project’s Core 

and Extended teams are composed of 

approximately 98 members, including 

IT service providers from across the 

agency serving in a part-time capacity, providing representation from all 

six services lines and five agency 

level offices. All center CIO offices are 

providing requirements except the Jet 

Propulsion Laboratory (JPL). Additionally, five enterprise contracts are 

contributing to the project. 

Core and Extended team members 

submitted requirements related to their 

functions and organizations, which 

were reviewed and categorized by the 

OCIO process owners and the ServiceNow Implementation team. Now, to 

facilitate and encourage collaboration, 

the project is bringing the Core and Extended teams together with the OCIO 

process owners and the ServiceNow 

implementation team for Requirements 

Workshops. The Requirements Workshops provide a forum so that every 

Core and Extended team member can 

contribute and understand how their 

submitted requirements will be dispositioned, as well as how the various 

service management processes will be 

implemented in the tool. The workshops also provide visibility into other 

team members’ requirements and how 

the requirements align or potentially do 

not align with the standardized processes. These workshops are helping 

to establish and foster a “one team” 

approach, which is essential to the 

success of the tool. 

The goal of the workshops and the 

collaboration of Core and Extended 

team members from across the agency 

is to establish a common baseline 

understanding of the processes and 

the implementation of the processes in 

the tool, which will aid the subsequent 

rollout of the enterprise ITSM solution. 

Ultimately, this enterprise solution will 

streamline IT service management 

across NASA and improve OCIO’s IT 

customer service.

If you have questions about the ITSM 

Tool Transition project, submit them to 

our internal site here: ITSM Tool Transition Project FAQs.

10 www.nasa.gov
Looking Forward to Change—

Collaboration Is Essential

By Penny Hubbard, Bonnie May, Jacke James, and John Sprague, OCIO Service Management Office (SMO)

The key to success for the OCIO IT 

Service Management (ITSM) Tool 

Transition project is to ensure that 

workflows, support, knowledge, and 

governance are in place for this multiyear effort. The Service Management 

Office (SMO) is collaborating with project teams to ensure that each stage is 

seamless and successful for each of 

the processes released during transition. OCIO teams are making good 

progress in establishing requirements 

for OCIO IT Incident Management and 

Major Incident Management (ITIM/

MIM) and determining how, once in 

production, IT incidents will be managed via the new OCIO ITSM Tool.

SMO is also working on processes, 

such as IT Change Management, to be 

released in future project stages. Accomplishing this requires engaged and 

focused collaboration and will not be 

achieved without the pivotal input from 

our agency, center, and service line 

colleagues. They provide the depth of 

detail about their requirements, their 

pain points, and any customer value 

improvements they want to achieve 

with the new tool. SMO takes these 

details and, working with both the 

Enterprise Project Management Office 

(EPMO) Cross-cutting Business Solutions (CBS) team and Applications and 

Platform Services (APS) architects, 

brings us closer to rolling out the new 

OCIO IT Service Management tool. 

Team collaboration throughout the 

project is essential to its success! 

Stop by the internal SMO site to see 

the latest news, processes, FAQs, 

training sessions, and more details on 

how SMO is collaborating for OCIO’s 

success.

Introducing NASA’s IT Strategic Plan

By Jon Walsh, IT Strategist, Strategy and Architecture Office, and

Meredith Isaacs, Communications Strategist, NASA Headquarters

On January 24, the Office of the Chief 

Information Officer published NASA’s 

IT Strategic Plan, effective through 

Fiscal Year 2026. This plan outlines 

NASA’s vision for the strategic use of 

information and technology with a focus on achieving mission outcomes—

the impacts and change NASA’s missions need to be successful. 

The plan communicates five strategic 

goals, each supported by strategic 

objectives and performance objectives 

to drive success: 

1. Satisfaction—Deliver great customer experiences.

2. Excellence—Achieve consistent 

operational excellence.

3. Transformation—Transform NASA 

with information and technology.

4. Cybersecurity—Ensure proactive, 

resilient cybersecurity.

5. People—Develop an exceptional 

OCIO team. 

NASA’s IT Strategic Plan impacts all 

of us, whether you rely on IT services 

to perform your work; you are engaging with customers of IT services; you 

are planning and managing IT efforts; 

or you are delivering, operating, and 

securing IT services. 

IT personnel are contributing to NASA’s missions every day through the 

planning and execution of roadmaps, 

investments, projects, and service 

delivery. To understand how your work 

provides value to missions, partners, 

and the public, you can familiarize 

yourself with the plan and visit our

internal website for resources, including explainers, presentations, and 

more.

Progress toward the plan is guided 

and regularly evaluated via Objectives 

and Key Results (OKRs), Key Performance Indicators (KPIs), Balanced 

Scorecard, and an annual strategic review. These evaluations inform NASA’s 

annual Strategic Review, which, in 

turn, communicates progress toward 

NASA’s Strategic Plan.

Throughout the year, we will highlight 

parts of our strategic plan, provide additional resources, and celebrate our 

successes. We are excited to share 

NASA’s path for delivering exceptional 

value through IT to our mission and 

business partners!

NASA OCIO IT Talk Apr - Jun 2024 11
National Aeronautics and Space Administration

Office of the Chief Information Officer

Mary W. Jackson Headquarters

300 E Street SW

Washington, DC 20546

www.nasa.gov

Congratulations to Dalton Leech for being selected as a 2024 Modern-Day Technology Leader by the US Black 

Engineer and Information Technology Magazine and the Council of Engineering Deans of the Historically Black 

Colleges and Universities. Dalton is the cable plant lead at Armstrong Flight Research Center. He works for Leidos 

under the AEGIS contract.

Dalton Leech

Dalton (in the middle) at the award ceremony with Steve Hull, Leidos 

Executive Vice President, Sector President, Digital Modernization (on 

left) and Will Johnson, Jr., Leidos Senior Vice President, Federal Civil IT 

(FED CIV IT) Business Area Leader (on right).

IT Talk