Business Services Assessment (BSA)Update to the NAC Institutional Committee

November 2, 2016

Business Services Assessment

Competition Practices

StrategicWorkforcePlanning

Business Services

AssessmentAgencyIntegration

Program/Project

Planning

TCATTechnical Capability

AssessmentTeam

CapabilityLeadership

NEW AGENCY OPERATING MODEL

IMPERATIVE: Establish a more efficient operating model that maintains critical capabilities AND meets current and future mission needs

Business Services Assessment

PURPOSE

BSA measures the Health of mission support activities & seeks to Optimize operations

TENETS

Transparent ProcessDiverse Teams

Strong Stakeholder InputFocused on Mission SuccessBalances Locally & Globally

Risk Based DecisionsStrengthens Collaboration/Sharing

Enables New Investments

PROCESS

BSA Core TeamRefine scope for assessment activity

Collect data & benchmarkEvaluate the health of current practices

Provide findings and observationsProvide opportunities for optimization

Business Services Steering CommitteeProvides guidance and direction to core teams

Integrates activities across core teamsDevelops options & input from stakeholders

Presents risk-informed recommendations

Mission Support Council (MSC)Serves as decision-making body for BSA

Functional OwnerImplements MSC decisions

Status of BSA Activities

Implementation Phase

Information Technology•MSC Decisions March 2015Implementation Plan March 2016•

Procurement•MSC Decisions Nov 2015Implementation Plan April 2016•

Human Capital•MSC Decisions April 2016Implementation Plan July 2016•

Facilities•MSC Decisions Sept 2016Implementation Plan Feb 2017 •

Assessment Phase

Budget/Program Planning and Control•Options out for commentRecommendations next stepComing to MSC Nov 10, 2016

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Education/Outreach•Core team reported to steering committee Sept 2016Steering Committee developing OptionsComing to MSC January 2017

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Future BSA Assessments

Technical Authority•Core Team being formedAssessment planned to begin January 2017

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Security•Assessment planned to begin in March 2017

Streamlined Future BSA•Occupational SafetyLogisticsChief Counsel

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Summary BSA Decisions

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Stronger Information Technology

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Advancing Technology – consolidate management of network transformationSaving Resources – enable a federated/virtual approach for data centersSimplifying Governance -- clarify roles and responsibilities with focused program executivesStandardization – establish a suite of common collaboration tools for employees

More Efficient Procurements

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Reducing Redundancy – expand use of strategic sourcing contracts across NASAStrategic Assignments – leverage centers to administrator and award multi-center contractsReducing Time – streamline and reduce lead-times for contract selection practicesSaving Resources – reduce volume of transactions and incremental funding actions

Advanced Human Capital

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Strategic Planning – develop long-term workforce plans/strategy for NASAModernize Recruiting – leverage NASA brand and modernize recruitingSaving Resources – consolidate staffing and classification roles at NSSCWorkforce Flexibility – enable seamless cross-center deployment of workforce

Leveraged Facility Operations

Strategic Planning – develop an integrated Agency master planEnable Divestments – standardize and incentivize divestments through demolition and leasingLeverage Others – fully consider use of other federal agencies for construction managementBest Practices – enable reliability centered maintenance across NASA and revamp metrics

BSA Examples of Success to Date

Modernization: Human Capital is implementing a new hiring system to replace the current outdated system to modernize hiring and provide managers more flexibility in selections

New Investments: New Information TechnologyCouncil approved $20M for new investments in areas such as a corporate voice communications infrastructure, new security network monitoringand diagnostic capabilities at GRC, an upgrade to the physical access control system at KSC, upgrades to SharePoint capabilities for NASA at JSC, a new audit tracking system, digital photo archives at LaRC, and others

Cost Avoidance: The OCIOworked with numerous organizations and identified

a new opportunity to consolidate various SharePoint collaboration environment instances across NASA and achieve cost avoidance of $7M/year!

BSA Examples of Success to Date

Faster Network: The OCIO is implementing a major network upgrade that will enable a single network across NASA

Streamlining Procurements:A new community of practice for source selection of newcontracts developed new draft

guidance and templates to help SEB chairsand reduce lead times for the selection of new contract instruments

Standard Tools: The Office of Procurementwill be implementing a new single task ordering tool that will be used across NASA and replace 10 existing tools

Sharing across Centers: SSC will award and administer a newmultiple awardconstruction contractthat will be used by 4Centers (SSC, JSC, KSC,MSFC) and enable moreeffective and efficient practices

BSA

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Information Technology BSA Implementation Update

Major Accomplishments :Roles & Responsibilities: Assessed organizational constructs for the Agency CIO and program offices; 3 permanent and 2 acting program executives named; developed Enterprise Architecture framework and approach; and developed program office template and guide Governance: Charters for the IT Council, IT Program Management Board and the CIO Leadership Team finalized and signed; conducted first Agency Capital Investment Review; developed construct for Center IT functional reviews; developed Agile/Scrum trainingData Centers: Reviewed / approved investments in new or existing data centers (including institutional and mission/program investments) as part of PPBE18; drafting Agency architecture guidance Communication: Defined communications program budget and investment management - includes communicating funding policy to ensure Centers understand that service/functions are centrally funded, defined and implemented Communications domain architectureWork Stations: Developed and finalized guidance for Workstation Assets, Data Collection & Reporting; Issued Guidance for Assigning Workstations to Categories Collaboration: Defined near term strategy and core suite of collaboration tools & services; gathered and analyzed Agency collaboration requirements; identified legal concerns suspended the Core Suite Business Case development (e.g. Office365 HPE commitment).

Next Quarter’s Major Activities/Milestones:Roles and Responsibilities: Developing program plans for the 6 program offices; determine location of program offices and center rolesGovernance: Issue guidance to Centers for governance implementation; finalize and issue strategic sourcing guidance; conduct first functional review at LaRCData Centers: Finalize and issue data center architecture guidanceCommunication: Provide guidance regarding network transformation for Agency CIO Approval and DistributionWorkstations: Centers conduct inventory; finalize Center ACES utilization baseline to determine Centers below 80%Collaboration: Working with legal to satisfy concerns impacting development of core suite business case

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Procurement BSA Implementation Update

Major Accomplishments :Strategic Sourcing: Evaluated various repository tool options and identified a viable solution. Implementation of the tool will be March 2017. Drafted changes to NASA FAR Supplement, Strategic Sourcing Plan, and Procurement Strategy Guide. Supporting IT BSA. Acquisition Assignments: Finalized 3 assignments; SBIR Phase III, Advance Computing Services and Multiple Award Construction Contract. Met with several functional offices (OCE, SMA) to discuss alignment of capability requirements and opportunities.Contract Administration: Identified need for an enterprise Task Order Monitoring system. NASA FAR Supplement changes for guidance on single award IDIQ contracts; issuing task orders; and task order monitor training submitted. Draft NPR near completion for incremental funding. Evaluation Process: Standing up Source Selection and Pricing Communities of Practice (COP). Developed process for sharing cost/price analysts across the Agency. Held extensive discussions with SEB chairs and Centers regarding SEB processes and best practices.Knowledge Management: Completing analysis of survey data on existing training and tools, developing enterprise architecture mapping tool, preparing for repository and website designProject Management: Designation of sub-teams/leads. Draft deliverables (template, charters) in progress.Leadership: Obtained and analyzed data on Head Contracting Activity (HCA) responsibilities.

Next Quarter’s Major Activities/Milestones:Strategic Sourcing: Receive approval of policies and plan and outline of Strategic Sourcing/Category Management Website Acquisition assignments: Finalizing governance/decision structure for making Center acquisition assignments. Collecting/analyzing data for Purchase Card, Unsolicited Proposals, Aircraft services, SM&A, Aerospace contracts and Demolition services. Contract Administration: Analyze Task Order Management data to make recommendation. Review NPR 7120 requirements; interview stakeholders; flowchart PR generation and obligation processes; continue meeting on Raising level of Obligations Evaluation Process: Will hold first meetings for the Source Selection COP and Pricing COP. Three sections to the source selection guide under review. Discuss contract review thresholds and develop policy regarding use of risk versus dollar limits as a determining factor for legal review.Knowledge Management: Design of repository and website structureProject Management: draft deliverables finalized.Leadership: propose and begin implementation of changes to NSF/NPR for HCA responsibilities and performance expectations of leadership accountability

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Human Capital BSA Implementation Update

Major Accomplishments:

SWP: Guidance documents on target for first iteration of each in CY 2016Recruitment: Assessment of current activities on track to complete in CY 2016Hiring/Staffing: Business case completed - decision made on new hiring system; High level implementation plan complete –includes process, assessment, and system integrationClassification: Roles/Responsibilities defined and flow chart developed; Reclama process drafted and under review with stakeholdersExecutive Resources: Completed Lean Six Sigma exercise and stakeholder interviews with A-Suite, GRC, GSFC, and LaRC; Identified key agencies to benchmarkEarly Career: Working with Labor to develop process to identify EC employees across the AgencySupervisors: Launched Supervisor Curriculum in SATERN and HR Portal Talent Development: Deep dive data received and being evaluated

Next Quarter’s Major Activities/Milestones:

SWP: Guidance documents finalizedRecruitment: Assessment of current activities completed; Digital recruitment strategy developed; Agency-wide event framework developedHiring/Staffing: Working with NSSC to procure new tool; completion of pre-formulation activities including identifying project manager, project leads and team members; information gathering, goal setting, visioning, and benchmarking; understanding full capabilities of new TAS; and, training on project methodology (i.e., Agile). Classification: Complete NSSC transition plan and identify Center(s) for initial rolloutExecutive Resources: Develop recommendations for managing functionEarly Career: First AMA-style event and brown bag session conductedSupervisors: Guidance developed for mid-point supervisor performance plansTalent Development: Complete deep dive data analysisOrganizational Development: Develop data gathering template; Catalog OD demand and services available at each centerCollaboration: Connect with OCE and Centers to leverage what’s happening locally; Issue memo from AA setting expectations

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Summary

• BSA assesses Health and Optimization (not a budget exercise)– While the process continues to identify opportunities to optimize

and be more efficient, the assessments are based on the health of current operations and associated risks

• BSA enables data based assessments of mission support capabilities– Diverse teams of professionals evaluate existing data, review

audits and prior studies, conduct external benchmarking, and perform surveys and interviews with employees across NASA

• BSA attempts to enable transparency and strong input/feedback– Findings, observations, options and recommendations are shared

broadly across the Agency to attain comprehensive input and feedback on potential changes

Backup: Findings & Decisions

Information Technology (IT) BSAFindings and Decisions

May 2015Deep Dive Findings (summary): Existing governance needed to better align with Federal Information Technology Acquisition Reform Act (FITARA); insufficient strategic direction, consistent coordination and oversight of NASA data center and computing investments; multiple NASA Centers were found to have outdated communication services for phones, voicemail and Land Mobile Radios (LMR); Agency Consolidated End-User Services contract (ACES) not being used as extensively as intended; absence of an enterprise-wide risk management framework created gaps managing NASA’s cybersecurity risks, implementing the Agency’s cybersecurity program, and effectively managing cybersecurity resources and tools.

MSC Decisions:1. Clearly defining roles, responsibilities and the governance structure to establish clear authorities of the

Agency CIO for management and oversight of the NASA IT portfolio as required by FITARA and other policies and regulations.

2. Implementing a federated/hybrid approach to data centers in order to develop an agency level data center enterprise architecture to serve as a decision framework for consolidation of assets, strategic sourcing, and future investments.

3. Executing a network transformation initiative to enable a seamless, integrated agency system that provides reliable, secure and lower cost services enabling cross center collaborations.

4. Consolidating end-user services for both workstations and collaboration tools to improve security, maintain interoperability standards, maximize efficiencies and meet growing demands for that work across the agency and extend to external partners.

5. Conducting a zero-based review of IT Security spending to actively and clearly understand the agency risk posture and inform action plans and investment strategies.

Deep Dive Findings (summary): Less than comprehensive awareness across NASA Centers about strategic sourcing; duplication of procurement capabilities and procurement instruments; a large number of task orders and incremental funding actions; low dollar level monitoring of activities; inconsistent thresholds and practices for conducting Source Evaluation Boards (SEBs) and legal/management reviews; an inadequate supply of cost/price analysts; lack of awareness of alternative source selection methods; too many, and inconsistent use of, evaluation factors in some SEB evaluation processes; lack of a comprehensive procurement knowledge repository and inconsistent sharing of lessons learned; a lack of experienced/knowledgeable SEB Chairs; inconsistent/inadequate training for SEB Chairs and members; inconsistent systems, metrics, milestones and reporting of procurement lead-times; inadequate supply of qualified technical professionals to establish requirements for new acquisitions; and, lack of stakeholder support.

MSC Decisions:1. Expanding and strengthening the use of strategic sourcing vehicles to reduce the number of procurement

instruments and enable efficiencies2. Making strategic acquisition assignments in line with the new agency operating model to enable strengthen

capabilities and reduce the overall number of procurement instruments3. Streamlining contract management, reducing the number of tasks, and reducing incremental funding actions to

enable more efficient operations4. Establishing a community of practice to assist with Source Evaluation Boards and centralize management to

contract pricing to streamline practices5. Establishing standard policy guidance to enable more efficient operations6. Enabling strong and effective knowledge capture and sharing capabilities to improve cross-center collaboration7. Integrating project management principles into the acquisition process to enhance metrics and reduce lead

times8. Establishing a leadership support model to enable more inter-dependence amongst Center procurement offices

and enhance operations

Procurement BSAFindings and Decisions

November 2015

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Human Capital BSAFindings and Decisions

February 2016Deep Dive Findings (summary): At an Agency level, workforce planning processes are fragmented, incomplete, and focused on the near term; there is a lack of aintegrated, Agency approach for recruitment; universal frustration exists with the current hiring processes and existing systems; Human Resource Specialists struggle with being customer focused and certifying compliance with laws, rules/regulations; managing work across Centers is complicated by lack of consistent grades and common position descriptions; there has been a decline in the number of qualified professionals with executive resources expertise; there is a lack of consistent, Agency-wide on-boarding processes for early career hires; many employees don’t desire to serve as branch managers/supervisors; there is a lackof effective succession planning for potential future supervisors; it is not clear how we support supervisors’ transition from discipline experts to leaders; the Office of Human Capital Management “owns” the training process on paper, but many different organizations own training programs and resources; many employees and supervisors find the vast array of training choices overwhelming; there are increasing demands for Organizational Development expertise across NASA and it is inconsistent acrosCenters; supervisors are challenged to assign the right person to the right task; there is no standard method to find available talent across the Agency; there are no standard processes for assigning/detailing individuals to another organization or Center; organizations that detail employees to other areas are often unable to backfill those positions, thus leaving them shorthanded.

MSC Decisions:1. Establishing a Strategic Workforce Planning process and capability that works collaboratively with Missions/ Centers.2. Implementing innovative approaches to enhance recruiting as an Agency and improving awareness of NASA-wide job

opportunities outside the Agency.3. Centralizing transactional operations for classification and staffing and conducting an evaluation of executive resources to

determine the best way to manage.4. Implementing an Agency-wide program to expose early career hires to work across NASA during their first 2 years of

employment.5. Developing and implementing a more structured approach for communicating, identifying and filling supervisory or team lead

positions. 6. Conducting zero-based reviews of Agency-wide training and Organizational Development and recommending go-forward

approaches. 7. Providing strong and effective support structures for employees working cross-organizational and cross-center.

Facilities BSAFindings and Decisions

September 2016Deep Dive Findings (summary): NASA facilities are on an unsustainable cost trajectory with 80% of facilities beyond their design-life. There is a lack of sufficient connection between strategic goals and investments and the current Master Planning and Construction of Facilities (CoF) processes lack an integrated Agency approach. The measure of maintenance as a portion of Current Replacement Value (CRV) may be overstating the issue and therefore, could be improved, and there is no consistent and compelling incentive to divest of facilities. There is good collaboration among Centers and Communities of Practice are effective for sharing approaches to common challenges. Centers employ innovative practices and are excellent in “miracle maintenance”.

MSC Decisions:1. Enable an integrated Agency Facility Master Planning Process that includes strong guidance from

Missions on future needs and integrates plans across all NASA Centers.2. Analogous to other functional leaders, enable the OSI to serve as the “Capability Leader” for facilities

management to enable proper investments, maintenance, and divestments.3. Implement a comprehensive divestment strategy with incentives for demolition and more common leasing

practices as part of a broader re-vitalization strategy, to enable more effective and efficient facility capabilities and reduce ongoing maintenance challenges. And, reduce the number of facility assets via demolition and disposal to enable a more sustainable infrastructure.

4. Ensure that Agency renewal/investment decisions reflect program and institutional priorities that are consistent with NASA’s strategic goals and plans.

5. Ensure that NASA facilities are efficiently and effectively maintained following consistent processes which are measured against common criteria that ensure both workforce safety and mission success. These processes will be consistent with the Agency Master Plan’s target to enable an FCI of 4.0 for required NASA facilities.

Back-Up

BSA Overview