National Aeronautics and Space Administration

www.nasa.gov

Our Future Workforce

and Workplace

IT Talk

January - March 2020 Volume 10 • Issue 1
IT Talk

Jan - Mar 2020 Volume 10 • Issue 1

Office of the CIO

NASA Headquarters

300 E Street, SW

Washington, D.C. 20546

Chief Information Officer

Renee Wynn

Editor & Publication Manager

Eldora Valentine

Graphic & Web Designer

Michael Porterfield

Copy Editor

Meredith Isaacs

Cover Design

Christopher R. Hawley

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/offices/ocio/ittalk

For more info on the OCIO:

v www.nasa.gov/offices/ocio

v inside.nasa.gov/ocio

 (Internal NASA network only)

v www.nasa.gov/open/

www.facebook.com/NASAcio

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10

Message From 

the NASA CIO

Our Future Workforce

and Workplace

Robotic Process 

Automation Highlights

at the NSSC

NASA IT Strategic Plan—

Goal #5: People

Communications Program 

Enables Real-Time 

Collaboration Rooms and 

Video Capabilities

In this Issue
Technology today is driving trends in the world around us. Because of this, the 

workplace is in for tremendous changes over the next decade. We are already 

starting to see the rise of Augmented Reality and Artificial Intelligence. Many 

companies, not to mention Federal agencies, are now slowly incorporating 

these technologies into their business operations. In this issue, we will look 

at some predictions about how we will work in 2020 and the next decade.

We’ll also learn more about the Jet Propulsion Laboratory’s (JPL) Innovation 

Experience Center and Stennis Space Center’s (SSC) new community workspace 

known as the HIVE, or Highly Innovative and Versatile Environment.

And finally, as we start off a new year, a giant thank-you to the Centers and the 

team within the Office of the Chief Information Officer for all their hard work 

and dedication last year. We are well on our way in delivering IT capabilities 

that meet NASA’s diverse missions more effectively, efficiently, and securely. 

As we start 2020, I offer up a few key goals I would like to see us accomplish:

1. Continue to look for ways to improve IT services and better safeguard NASA’s data.

2. Make cybersecurity more effective and simpler.

3. Enhance and improve customer satisfaction.

4. Make it easier for NASA employees to collaborate both inside and outside of NASA.

5. Deliver cloud computing services that are easy and secure to use. 

Happy New Year—let’s make it another stellar year!

Happy New Year from the NASA OCIO!

Office of the Chief Information Officer staff at the annual holiday party, December 17, 2019 at NASA Headquarters

Photo Credit: (NASA/Michael Porterfield)

NASA OCIO IT Talk Jan - Mar 2020 3

Message from the NASA CIO 
Ames in the News

On the science side of NASA’s lunar exploration program, Vice President Mike Pence recognized the Ames 

Research Center’s contributions to understanding the 

Moon. Ames has led three of the last five NASA lunar 

science missions and is now working on instruments to 

study lunar geology, biology experiments, and technology demonstrations to fly with commercial services or 

future NASA robotic missions. Ames' newly announced 

VIPER mission, short for Volatiles Investigating Polar 

Exploration Rover, will bring together expertise across 

the Agency and industry for lunar science advances. 

Administrator Jim Bridenstine, introduced by 

Ames Center Director Eugene Tu, also shared 

a few words with the workforce, making reference to NASA’s recent celebration of the 50th anniversary of the Apollo 11 Moon landing. 

To view the full Astrogram feature story, complete with 

photos, visit here: https://www.nasa.gov/feature/ames/

pence-calls-on-nasa-in-silicon-valley-to-write-the-nextchapter-for-america-in-space

JPL’s Desktop Update Celebrates Ten Years

By Whitney Haggins, IT Communication Strategist, and Emily Sylvester, Communications Specialist,

Jet Propulsion Laboratory, California Institute of Technology

For the last decade, the Jet Propulsion 

Laboratory (JPL) IT communications 

team has hosted the Desktop Update 

for JPL’s business and administrative 

staff. This bi-monthly meeting is an 

IT focus and information session that 

started in response to an urgent need 

to help communicate calendaring 

solutions during the Laboratory’s 

transition in 2009 to the Outlook Unified 

Message System. Since addressing 

its primary purpose, the group has 

continued to find value in gathering 

together to learn about upcoming 

IT tools and services, and it marked 

its ten-year anniversary this fall.

The venue provides an opportunity for 

participants to become familiar with 

new IT products and services before 

lab-wide implementation. The meeting 

is advantageous to the OCIO and the 

Desktop Update community because 

developers can discuss new IT rollouts 

with a highly engaged group of users, 

who provide valuable feedback and 

ask pertinent questions, leading to 

a better overall final product. It also 

benefits the Desktop Update attendees 

because they have an opportunity to 

be active participants in improving the 

tools they use, while also giving them 

a preview of what changes in the Lab’s 

computing environment will occur 

within the offices that they support. 

Many in the group have participated 

in pilots and user acceptance testing 

over the years, and they continue to be 

valuable partners in defining IT at JPL.

ARC CIO Team members before Center Director Tu, Administrator Bridenstine, and

Vice President Pence spoke at Ames Research Center [Photo by: Cara Dodge]

4 www.nasa.gov
NASA Information Technology Strategic Plan 

—Goal #5: People

By Jonathan Walsh, IT Strategic Planner, and Meredith Isaacs, Communications Specialist, NASA Headquarters

NASA’s Information Technology (IT) 

Strategic Plan for Fiscal Years 2018–

2021 is an outcome-oriented plan 

based on conversations with diverse 

stakeholders in support of achieving 

NASA’s missions. Progress toward 

the plan helps NASA improve Agency 

outcomes by driving discoveries as a 

strategic partner, accelerating results 

through productivity, sharing NASA’s 

data and results, and increasing quality, resiliency, and cost-effectiveness. 

People are NASA’s greatest asset on 

its journey to manage IT as a strategic 

resource to securely unleash the power of data. We are caring for our people and preparing them to successfully 

support NASA’s vision and missions. 

The Office of the Chief Human Capital 

Officer (OCHCO) is partnering with us 

on our journey, including the transition of the Agency’s IT resources 

to an enterprise operating model in 

alignment with the Mission Support 

Future Architecture Program (MAP).

To ensure employees understand their 

roles and value, we will clarify lines of 

authority and accountability for IT between the Agency and NASA’s Centers 

and articulate the link between our IT 

community’s efforts and achievement 

of NASA’s missions. The Agency will 

leverage talent wherever it may be. 

Employees will strengthen their competencies to keep pace with NASA’s 

changing needs, supported by career 

paths, training, and succession plans. 

Finally, the Agency will encourage 

good stewardship, embrace a culture 

of decision-making—fortified by diversity and inclusion—and empower our 

employees to take calculated risks to 

foster innovation and mission success.

NASA’s IT Strategic Plan is reviewed annually and updated as 

necessary to reflect NASA’s overall strategic direction and presidential administration priorities. 

For more information, visit 

www.nasa.gov/ocio/itsp or email 

agency-itsp@mail.nasa.gov.

IT Portfolio Community Face-to-Face, October 23, 2019 at NASA Headquarters

Photo Credit: (NASA/Michael Porterfield)

NASA OCIO IT Talk Jan - Mar 2020 5
Our Future Workforce And Workplace

By Tom Soderstrom, IT Chief Technology and Innovation Officer, Jet Propulsion Laboratory, California Institute of Technology

It’s hard to forecast what the U.S. 

economy will look like in 10 years, 

much less what the workday or workplace will resemble. However, the challenges we face today are likely to get 

even more difficult. Here are a few:

• Competing effectively in the 

marketplace

• Innovating and infusing new capabilities quickly and inexpensively

• Recruiting new stars, retaining

our skilled people, and retraining

our existing workforce

• Responding rapidly to changes, 

aka “Innovating Faster”

One thing we do know: As younger 

generations enter the workforce, 

they bring new habits, technologies, 

conventions, and expectations that will 

transform business and Government. 

Enterprises who embrace these transformations will benefit more quickly.

Let’s examine this transformation 

through a tried and proven lens: 

people, processes, and technologies.

1. Hire and Retain Motivated 

People

Newer team members want to 

work in a highly collaborative startup environment using the latest 

technologies in the cloud. They 

also want to use—and contribute 

to—Open Source and to be part 

of something much bigger than 

themselves. While we continue 

hiring experienced team members 

and contractors, by bringing in 

interns focused on the emerging 

technologies into an open “startup” environment and later employing the best ones, we gain proven 

performers who fit into our culture 

and at a lower overall cost. Next 

year, they select interns, and the 

process repeats.

Over time, we build a workforce 

that is passionate about our mission and accustomed to innovation and collaboration, one that 

employs emerging technologies 

and fits in our culture. Their work 

tools are simply a smartphone, a 

laptop, and a cloud account.

How can we create a workplace 

that encourages innovation? To 

test this, we created an innovation 

lab and start-up environment at 

Jet Propulsion Laboratory (JPL). 

First, we looked for space that 

no one else wanted, and then we 

gutted it.

6 www.nasa.gov
We then let the inhabitants design and 

help outfit the area. Partnering with 

our Facilities department has enabled 

the successful deployment of several 

experiments across JPL. Because the 

inhabitants received hands-on experience, they can fix things that break. 

They are then also able to advise and 

implement their innovations to other 

locations.

Some examples include: 

• sit/stand desks; 

• an open environment with unassigned workspaces but many large 

displays;

• a “phone booth” (without a phone, 

but for privacy);

• blinds that follow the Sun for energy efficiency and comfort; 

• walls that switch between transparent and opaque glass for privacy by the click of a button or a 

spoken word (done by simply applying an add-on film at a fraction 

of the cost of specialized glass);

• telepresence robots that allow remote team members to participate 

in conversations; 

• large touchscreens for better collaboration inside and outside our 

enterprise;

• and even a machine learning 

“watcher” for when the coffee runs 

out.

What happens when you combine an 

objective of global significance (the 

exploration of Earth and space) with a 

powerful mantra (“The stars are calling and we must go”), add in a highenergy, collaborative environment that 

promotes continuous learning and enables working remotely? You create an 

energized workforce that experiences 

faster innovation while retaining star 

performers far longer than average.

2. Ensure Effective Processes

To maintain focus on what matters, we must consistently communicate the goals of NASA and 

JPL (such as searching for life 

in space and protecting Mother 

Earth). We need to continuously 

measure and reduce “wait states,” 

enabling appropriate access to 

information without lengthy wait 

times that impede an individual’s 

progress. We will also automate 

and measure everything–

automatically, relentlessly, and 

continuously.

Having a set of small but essential 

projects ready to prototype will 

help us try out new technologies 

at a rapid pace and at low risk. 

Rapid prototyping by small (2-5 

person) cross functional teams 

of end-users and developers has 

proven highly effective in understanding a project's potential gain 

and the user experience. Using 

Agile methodologies to iterate 

from Minimum Viable Products 

to rapid releases accelerates the 

time to market: automated deployments, tests, and a symbiotic 

integration with cybersecurity help 

to ensure lasting successes.

But how can we infuse new 

methods and technologies into the 

legacy environment? By pairing 

new team members with experienced domain experts, we infuse 

new technologies and specialized 

skills to solve significant domain 

problems. We also gain crossmentoring and team-building 

benefits. By ensuring that internal 

open source code is made available to other developers, we have 

already seen a 50 percent increase 

NASA OCIO IT Talk Jan - Mar 2020 7
in code reuse while reducing the 

risk of losing code should a critical 

programmer leave.

We need to make it easy to “do 

the right thing” to allow faster 

adoption of new processes in 

the enterprise. The emergence 

of cloud-based tools will help us 

deal with the massive amounts of 

data. However, if a service is not 

secure, it’ll put the organization 

at risk and won’t be deployed. 

Therefore, we need to focus on 

(1) creating crowd-sourced data 

available for reuse, and (2) building 

cybersecurity and compliance into 

the tools and services themselves. 

We should also automatically and 

proactively measure and alert if 

something falls “out of compliance.”

3. Infuse Future Technologies

By identifying the emerging 

technology waves that will matter to us, we can attempt to solve 

today’s problems with tomorrow’s technologies. If the solution doesn’t generate exceptional 

results, we drop it. However, if 

the results of the prototypes are 

positive, we double down on those 

technologies. To do so involves 

partnering with other users at 

NASA and JPL and other business 

partners. By being early to gain 

actual results from new technologies, we can influence the industry 

innovators to create their emerging 

services so that we (and thereby 

the Federal Government) can use 

them.

The key technologies we will all 

use: Internet of Things (IoT) to 

sense, ingest, and interact with 

the data; cloud computing to store 

and process the data; visualization 

and analytics to gain a deep insight into the data; and all subsets 

of AI to make the system smarter. 

These are also the components 

that will help build Intelligent Data 

Analytics (IDAs).

So, what will tomorrow’s workplace 

and workforce look like?

We believe the above approach will 

work for any organization and scale, 

and will continue to evolve. 

Our results so far (measured against 

the NASA and JPL goals) are positive, 

and the future is even more promising.

Here are but a few examples where we 

are doubling down:

• Today’s IDAs are maturing by allowing humans to find information through a natural dialogue,

such as locating conference 

rooms, information about thousands of contracts, automatically 

pulling together reports through 

dialogue, and proactively providing 

just-in-time information customized for each person. Tomorrow’s 

IDAs will be much more powerful 

and will prove a crucial enhancer 

of productivity and job satisfaction.

• Cloud computing is the enabler 

of all experimentation. With 

JPL’s “Send Your Name to Mars” 

project, we already experienced a 

tenfold increase in performance at 

one-tenth the cost, and at onehundredth the risk through the 

use of a combination of serverless computing and reinforcement 

learning. Eleven million people 

sent their names to be inscribed 

on a chip on the Mars 2020 rover 

as it drives across the Martian 

surface. 

• Machine learning is already 

enhancing our daily work in 

predicting spacecraft anomalies, 

prioritizing, and visualizing them 

for the human operators. It’s also 

showing precisely where on Martian rocks to drill. Automation and 

machine learning have enabled 

autonomous measurement, visualization, and communication of 

natural disasters within minutes of 

their occurrence. 

• Visualization and analytics are 

used on all tasks and have shown 

us where work moves quickly or 

slowly through our systems, which 

has helped us eliminate waitstates in several areas.

• Augmented reality is helping us 

design spacecraft faster and also 

assists scientists across the world 

meeting on the surface of Mars to 

discuss promising rocks or sites.

• Internet of Things has helped us 

interact with conference room 

equipment and build sensors to 

improve our clean rooms and improve safety in our labs, as well as 

improve parking for employees. 

• Tomorrow’s workforce will be 

recruited and retained by us 

focusing on the fantastic goals of 

our organization, facilitating the 

use of and contributions to open 

source, allowing remote-work 

polices, and encouraging rapid 

experimentation and learning of 

emerging technologies. 

• Tomorrow’s workplace will be 

reconfigurable, fit-for-purpose 

spaces with open, collaborative 

environments but will provide 

for private/meeting space when 

needed. Wireless displays and 

Bluetooth 5 / WiFi 6 / 5G will ensure that no wires will be needed 

in meeting rooms or for most of 

the campus as wireless presence 

will be fast and ubiquitous. Telepresence robots will help remote 

participants feel connected to 

teammates and be productive. 

Smart Cities and Smart Campus initiatives will tie the workforce and workplace together by continuously helping 

reduce energy costs and increase 

workforce productivity and satisfaction 

through a mixture of automation, advanced technologies, and gamification.

To enable this future, we need to 

evolve the way we work, step by step 

and quickly. Sometimes, we’ll need to 

step out of line and try something daring. Luckily, our mission and human 

DNA are already programmed to dare 

mighty things.

8 www.nasa.gov
Stennis Space Center Office of the Chief Information Officer 

Announces Grand Opening of The HIVE for All Employees

Christopher Carmichael, Deputy Chief Information Officer, Stennis Space Center

Excitement explodes with the grand opening of a first-of-its-kind 

collaboration space at Stennis Space Center (SSC)! The HIVE (Highly 

Innovative and Versatile Environment) is the culmination of efforts 

by the SSC Office of the Chief Information Officer’s (OCIO) Innovation 

and Efficiencies Program (IEP). IEP’s mission is to promote increased 

creativity and problem solving through the integration of innovation 

and to initiate positive culture change for the SSC community. The 

HIVE ushers SSC into the future by providing a unique multipurpose 

area that consists of a strong mix of technology with smart markers, 

a 3-D printer, and a Microsoft Surface Hub. SSC users can expect 

more innovative technologies to come. 

The new collaboration space allows employees to work creatively by 

broadening their work environment, utilizing the technology to encourage efficiency, clear roadblocks, or seamlessly work with others. The 

HIVE, located in the Roy S. Estess building, is open Monday through Friday (8:00 a.m.–4:00 p.m.) to the entire SSC community. This new versatile space can be reserved by submitting a request to the SSC-TheHIVE 

email box. The SSC OCIO is thrilled to provide this new forward-thinking 

workspace as one of their many exciting customer-focused services. 

Stennis users explore the new facets of

The HIVE during the grand opening

NASA OCIO IT Talk Jan - Mar 2020 9

Robotic Process Automation Enterprise 

Services Coming Soon

By Douglas LeMere, Communication Specialist, NASA Shared Services Center

Robotics Process Automation (RPA) 

tools can help businesses improve 

the efficiency of processes and the effectiveness of services. Key benefits of 

RPA include automation of highly manual, high-volume, and routine business 

processes, enabling the workforce 

to reallocate time to more strategic 

and innovative tasks requiring deeper 

analysis. RPA reduces processing 

time while improving accuracy and 

consistency of results. It also provides 

the ability to achieve rapidly scalable efficiencies and improvements 

across the enterprise without requiring 

fundamental changes to processes.

What processes/departments are 

best suited for automation?

Any process where people are performing high-volume, highly transactional, rule-based functions. This 

allows employees to focus on more 

complex, higher value tasks and 

analysis. Process automation results 

in expedited back-office tasks in 

finance, procurement, supply chain 

management, accounting, customer 

service, and human resources, including data entry, purchase-order issuing, 

creation of online access credentials, 

or business processes that require 

access to multiple existing systems.

The Agency Applications Program 

Board recently approved the approach 

to providing this service across the 

Agency. The Agency Applications Office 

(AAO) will provide the infrastructure in a 

cloud environment and will work with the 

NASA Shared Services Center (NSSC) 

to establish governance for the program. 

The NSSC and the AAO are qualified to 

provide services across the Agency.

Currently, anyone at the NSSC can 

submit ideas for automation using 

the Innovation and Continuous Improvement Program (ICIP) process 

via the NSSC workflow management tool—ServiceNow. Soon, anyone within the Agency will be able 

to submit a request for automation 

within ServiceNow through the new 

enterprise service implementation. 

The Enterprise Service Provider plans 

to monitor automation performance 

through a dashboard capability.

The NSSC began developing BOT 

automations in March 2018. Since 

that time, the NSSC has completed 36 BOT automations across 

all functional lines of business.
Randi Levin Appointed Jet Propulsion Laboratory’s 

New Chief Information Officer

By Whitney Haggins, IT Communication Strategist, Jet Propulsion Laboratory, California Institute of Technology

On October 4, Jet Propulsion Laboratory (JPL) Deputy Director Larry 

James announced Randi Levin’s 

appointment as JPL’s new Chief Information Officer (CIO) and Director 

for Information Technology. She officially joined the Office of the Chief 

Information Officer (OCIO) in January 2019. Levin came to JPL with a 

résumé that reflects her role as an 

innovative and transformational business and technology executive with 

proven experience in entertainment, 

Government, and domestic and 

international operations, along with 

consulting and other industries. 

Levin recently served as the CIO and 

Vice President (VP) of Technology 

Services at Forest Lawn MemorialParks and Mortuaries, one of the 

United States’ largest privately 

owned, centrally operated cemeteries in the greater Southern California 

area. Her prior roles include the CIO 

and VP at Cast & Crew Entertainment Services and General Manager 

and Chief Technology Officer (CTO) 

for the City of Los Angeles. 

She succeeds Jim Rinaldi, who had 

served as CIO since 2005. Rinaldi 

has accepted a new role as Chief 

of Information Technology and Data 

Advisor, reporting to the JPL Director’s Office.

Communications Program Enables Real-Time 

Collaboration Rooms and Video Capabilities

By Sylvester Placid, Communications Program Communications Strategist, Marshall Space Flight Center

Collaboration Rooms

CP manages the custom multimedia collaboration room 

at Kennedy Space Center.

The Communications Program (CP) operates more than 

1,300 huddle rooms, conference facilities, and video “walls” 

at locations across all NASA Centers. Collaboration solutions include video conferencing, ClickShare wireless 

presentation sharing, and voice conference hardware. Easy 

video conferencing and content sharing enables greater 

teamwork for personnel located across Centers. As NASA’s 

geographically dispersed teams grow, CP will be ready to 

provide the collaboration services they need to accomplish 

their missions.

IPTV

video.nasa.gov

CP is implementing Internet Protocol Television (IPTV) to 

provide live and on-demand video content over the internal 

NASA network to audiences across the Agency efficiently, 

securely, and at a significant cost advantage. IPTV enables 

customized television and video services for individual users and Center audiences. Live streaming, live recording, 

and video-hosting capabilities, including interactions with 

recorded presentations for mark up and replay, are available. Centers can use IPTV for digital signage and delivery 

of messages to public areas. Once available at your Center, 

you can visit https://video.nasa.gov (internal to NASA) to 

begin using video for collaboration like never before.

10 www.nasa.gov
NASA Opens First End User Services SpaceBar at Marshall

By Taylor Goodwin, ASRC Federal/Analytical Services, Office of Strategic Analysis and Communications, Marshall Space Flight Center

NASA's End User Services Program Office 

(EUSO) opened the Agency’s first walk-up 

“SpaceBar” technical support center at 

Marshall Space Flight Center (MSFC) with a 

ribbon-cutting ceremony on October 23. 

Operated by EUSO, SpaceBar is part of an 

effort to provide an advanced IT customer 

service experience to all NASA end users. With 

just a trip to the EUSO SpaceBar, both Marshall 

civil servants and contractors will receive faceto-face technical support from skilled service 

technicians.

The SpaceBar is focused on getting easier, 

every-day problems fixed on-the-spot and 

ensuring the appropriate support for more 

complex problems. 

Available services at the SpaceBar include 

computer and mobile walk-up support; software assistance, including login or reinstallation of BitLocker, AnyConnect or PIV, FileVault, 

and mobile device management; computer or 

mobile device loans; virtual private network 

assistance, including reinstallation or network 

resynchronization; business productivity support of applications, such as Microsoft Office 

365 and Skype; system setting and configuration support; and password lockout and reset 

support. The space is also equipped with selfhelp kiosks that link to the Enterprise Service 

Desk (ESD)—enabling users to find links to 

reset passwords, search more than 1,900 

knowledge articles to help resolve issues, create and check status of tickets and requests, 

approve requests, take surveys after tickets 

and requests close, view assets assigned to 

the user, and leave feedback. 

One of the SpaceBar’s most popular features is 

the showcase of available computers, mobile 

phones, and other technology. When team 

members are obtaining their initial machines 

or fulfilling a refresh, they can explore their 

options and interact with the technology before 

choosing a product.

“We’re looking forward to having the SpaceBar 

available throughout NASA to have these services available just a short walk away,” EUSO 

program executive Roscoe Sheehy said. “The 

EUSO SpaceBar provides a unique opportunity 

for our customers to examine the products and 

services we offer in a comfortable setting with 

access to knowledgeable technology professionals. As the host center for EUSO, Marshall 

Space Flight Center is a significant strategic 

partner and exemplifies continued support for 

our mission by allocating access to a perfect 

location for the EUSO SpaceBar.”

The next SpaceBar location will open at NASA 

Headquarters in early 2020. Custom-built versions of the SpaceBar will phase into all other 

NASA field centers. 

SpaceBar is a part of EUSO’s commitment 

to provide seamless support in conjunction 

with NASA's overall mission objectives. As the 

Agency continues to work toward landing the 

first woman and the next man on the Moon by 

2024, the EUSO team aims to do their part by 

offering an enhanced technical experience for 

all involved.

NASA OCIO IT Talk Jan - Mar 2020 11
National Aeronautics and Space Administration

Office of the Chief Information Officer

300 E Street, SW

Washington, DC 20546

www.nasa.gov

NASA

Agency Honor Awards

Lara Petze accepts the Agency Honor Group 

Achievement Award on behalf of the OCIO Diversity and Inclusion Team for their work in expanding opportunities for collaboration and teamwork.

Dan Pierson represents the NASA Personal Identity Verification (PIV) Team of 156 members while 

accepting the Agency Honor Group Achievement 

Award for achieving 89% PIV smartcard enforcement. The ceremony was held on November 5, 

2019 at NASA Headquarters.

IT Talk