Transcription
OfficeoftheChiefFinancialOfficerAgency Programmatic Analysis Capability (APAC)Leadership StatusandStrategic Investments Division Reorganization23August2016
AgendaOfficeoftheChiefFinancialOfficerPurpose is to describe the changes to the Independent Analysis function and the plans forward Background/Overview Agency Programmatic Analysis Capability (APAC) Leadership Concept Status of On-going APAC Activities SID Reorganization2
New Model for Independent AssessmentsBackground and OverviewOfficeoftheChiefFinancialOfficer On October 22nd, 2015: NASA Associate Administrator (AA) memo to reorganize andrealign the Agency's independent assessment function– Agency independent assessment decentralized from the Office of Evaluation/Independent ProgramAssessment Office (OoE/IPAO) to the Mission Directorates with support from the Centers, OCEand OCFO– “To be clear, independent assessment of NASA Programs and projects will continue. Mission Directoratesin coordination with executing centers will be responsible for selecting the Standing Review Board (SRB)chair and recruiting the Agency’s expertise to populate the board and providing that to the DecisionAuthority, the NASA Associate Administrator. The Office of the Chief Engineer will assist in tapping thetechnical subject matter experts, while the Office of the Chief Financial Officer (OCFO) will assist inenabling programmatic expertise.” OCFO, located at NASA Headquarters will assume the role of Agency ProgrammaticAnalysis Capability (APAC) Leadership and will provide two critical functions as thechampion for enabling programmatic analysis expertise:– Programmatic Standards and Policies Owner– Programmatic Competency Steward3
Independent Assessment Model ChangesOfficeoftheChiefFinancialOfficerNASA Independent Assessment Model ComparisonFrom:Area:Culture shiftIndependent assessment is “done” to the MDs and Centers.1.Responsibility2.RequirementsReview TeamsReview TeamIndependenceSRB SelectionReportingIndependent assessment is “organic” to the MDs and Centers.1.Independent Assessment organized and performed by a central organization:IPAO.IPAO reports to AA for Independent Assessment.2.Independent Assessment of Program and projects continue under theresponsibility and accountability of the Mission Directorate withsupport from the Centers.Mission Directorates (MD) report to AA for IndependentAssessment (no change in AA level of insight).Requirements for independent assessment at Life-cycle Reviews including requiredNo changeassessment products specified in NPR 7120.5 and NPR 7123.Independent assessments performed by SRBs.SRB independence ensured by SRB members: Coming from separate chain of command from the Project/program underreview Funded from a separate source from the Program/project under review Selected with no conflict of interest (e.g., no stake or involvement in thedesign, build, or operation of the work reviewed)No changeNo changeSRB chair selection and technical membership facilitated by IPAO working withConvening Authorities. Cost and schedule analysts and Review Manager assignedby IPAO. Decision Authority approves SRB.SRB chair selected by MD and Centers with assistance from the OCE fortechnical members and the OCFO for cost and schedule analyticalexpertise. Review management facilitation provided by MD or Center.Decision Authority approves membership (no change).SRBs report to the CMC, DPMC, and APMC (when required).No change1.1.2.CorporateKnowledgeTo:3.4.5.2.Review guidance documented in SRB handbook (owned by the IPAO).Independent cost and schedule analysis methods and standards in support ofSRBs (owned by the IPAO)3.Dedicated IPAO cost and schedule analysts perform independent analysesin support of SRBs.Centralized Review Management with dedicated staff.Limited cross pollination across mission areas due centralized review4.management and SRB staffing.5.SRB handbook will continue jointly owned by Mission Directorates,OCFO, and OCE (Book Manager).The OCFO assumes ownership of cost and schedule analysesmethods and standards that will broadly apply to both in-line workand independent assessment.IPAO analyst redeployed to support in-line work to share analyticalexpertise. Cost and schedule analysts supporting SRBs assigned fromamongst in-line analysts supporting other programs from across theAgency (broader in-line experience).Review management performed as a function by MD or Centers(addressing training and needed support).Enhanced cross pollination across centers and mission areas as SRBare staffed across centers and mission areas.4
Decision AuthorityOfficeoftheChiefFinancialOfficer Changes were made to NPR 7120.5 for for Approve/Concur– OoE removed– OCFO added OCFO is utilizing the Portfolio Analysts within the Strategic InvestmentsDivision (SID) to execute this activityConvening Authorities for Standing Review BoardNASA AAMDAANASA CECenter Director(s)ChiefFinancialOfficer *ProgramsApproveApproveConcurApproveConcurCategory 1 ProjectsApproveApproveConcurApproveConcurCategory 2 ProjectsApproveConcurApproveConcurCategory 3 ProjectsApproveDecision AuthorityTechnical AuthorityApproveNASA CE NASA Chief Engineer. MDAA Mission Directorate Associate Administrator.MDPOCRole* Concurrence is obtained via coordination with desig nated MD embedded OCFO point of contact5
APAC Roles and ResponsibilitiesOfficeoftheChiefFinancialOfficer Similar to the NASA Engineering Safety Center structure in many ways, in that it will take advantage of the Agency-wideprogrammatic capabilities as they reside at each center and NASA Headquarters Governance of the APAC flows through the Chief Financial Officer (CFO) chain of command– HQ OCFO is Agency Programmatic Analysis Capability (APAC) LeaderØ Provide leadership for key programmatic functions, and provide tools, processes, data, resources and consulting services to enable the Agency’sprogrammatic capabilities– Strategic Investments Division (SID) Staff implements day-to-day APAC functionsØ People, Policies, Tools, Guidance, Working Group LeadershipØ Coordinates the application of programmatic resources to support programmatic analysis work (both in-line and independent assessment), includingknowledge services and lessons learned, standards, trend evaluation, access to programmatic information– Center CFOs and Mission Directorates identified a Center Programmatic Analysis Capability (CPAC) “Champion” to coordinatecenter/MD programmatic resources (analysts and tools)6
APAC Initiatives in workOfficeoftheChiefFinancialOfficer SRB Programmatic Analyst Support (ad hoc moving towards structured) 2016/2017 SRB Manifest Standard Operating Procedure Instruction (SOPI) Update Schedule Initiative Data Collection Peer Review Working Groups Training Cost and Schedule Research7
APAC Roadmap Office of theChief Financial Officer lbcf0 -6 .::,. Co(:'A A-6 Forward Worki. 'il-q Co-6 M. .'---------------,March 16: N otification of CADbeing absorbed wit hin SIDIApril l3: CongressioDec mber: O CFO s ubmitted APAC approval for t he IAIm plementation Whitepa perOctober 22: N AS A AA released memodissol ving of t he IPAO and Office ofEvaluationstransition.August TBD: CallLetter to CPAC to ,d ocument-.!indepen dent vettingprocessLetter sent out tos upp ort SOPI rewrite an dCPAC P OCsCall t 23-25:NII\S A Costs;nposium ., August TBD: Call L ter toCPAC Trainin Curl ul um ,, ,,,, ,,11----------Septen'.ber 23:SRB ManifestPlanning CompleteNovember 18: :Completion of :--- ,Basic CostIEstimating Class inOCFO-USeptember 30:Publis h SOPIEnd of Feb: SRB ProgrammaticT raining CompletedIIDecember 30' Publis h prerequisiteskill sets fo r SRB s upp ortDec mber 14: SOPItraining com pleteC Im lemen ta tion:.:.::ili}i1Jl,iit41Q.j.&4.j1111 -t- -'i PA7 .:.:.i.:P;; r h ""- -·-- ., .,.Involvesall ttems belowc:.c: e c.e-cOiiLegacy SOPI r RepresentationOCFOParticipants:OCFOMD'sExecution ofTraining withinOCFO UniversityCenters!PAOVIOrchestrated ARRM, HEO BTS, RB I,N IS AR, Europa, 0-Rex, Landsat 9, JWST,,,and PSSBasic Cost Estimating ClassDeiieloprii'eiit(s"dayclassfollowing Project ll f ecycle)Late March: Commitment to expandON CE to include OCFO quarterl yd taEarl y April: Commitment to expand: data collection efforts to ISSCADRe/ONCE ImplementationLate March: FY16 Schedule Initiative Priorities set .Development of schedule/JCL probabilistic distributionsSchedule Estimating RelationshipsForensics Analysis - setting FYI 7 priorities sch7d 1; rnTtiative'IIIIIIntricate part ofall faturecommunity developments Execution ofTrainin withinO CFO UniversityDevelopment of Programmat ic Career Development.Development of Programmat ic Tra m mg Infrastr uct ure.Readdress mg of Agency Programmat ic Handbooks.8
Agency Programmatic Analysis Capability (APAC) Call ListDRAFT: 26 July 2016OCFO is still working out details on how to best support the Agency’s programmatic competency for in-line support and independent reviews, however, asreference, please feel free to contact the following individuals for supportOfficeoftheChiefFinancialOfficerOCFO Point of ContactFunctionIn-line Programmatic Consultation SupportCosting SupportCharley Hunt256-655-9215charles.d.hunt@nasa.govScheduling SupportMichele King757-864-5488michele.t.king@nasa.govCharley Hunt256-655-9215charles.d.hunt@nasa.govSRB Programmatic Analysis SupportRange Estimate and Joint Cost and Schedule Confidence Level PolicyPolicy Clarification and Jumpstart AssistanceCharley or RequestCharley Hunt256-655-9215charles.d.hunt@nasa.govEric Plumer202-358-5178eric.plumer-1@nasa.govCost Analysis Data Requirement (CADRe)Terms of Reference (ToR), Key Decision Point (KDP) Decision Memo and Datasheet SupportSID Analyst (SMD POC–Astro, Earth,Reimbursables)Tracy Osborne202-358-3795tracy.l.osborne@nasa.govSID Analyst (SMD Planetary, Helio)Kevin Gilligan202-358-3795kevin.m.gilligan@nasa.govSID Analyst (SMD JWST)Alesyn Lowry202-358-0470alesyn.lowry@nasa.govSID Analyst (HEO POC - ESD, ER&D, H2M)Derek Hodgins202-358-1284derek.hodgins-1@nasa.govSID Analyst (HEO ISS, CCP, LSP, SCaN, ARRM)Rob Giannini202-358-0931robert.l.giannini@nasa.govSID Analyst (STMD, ARMD, AES)Brian Card202-358-0743brian.card@nasa.govSID Analyst (Cost/Schedule Quarterly Reporting)Lewis Dotson202-358-2506lewis.dotson@nasa.gov9
OfficeoftheChiefFinancialOfficerThree Divisions with Similar FunctionsCADCost Analysis DivisionCost and Schedule Policy/GuidanceCost/Schedule Data Collection (CADRe)Cost/Schedule Modeling and Tool DevelopmentSIDIPAOStrategic Investments DivisionIndependent ProgrammaticAssessment OfficeKDP Decision Memo/Datasheet Policy/GuidanceCost and Schedule Data Collection (MPAR)Agency/Mission Directorate Portfolio ModelingIndependent Assessments (BPR)Budget Formulation (SPG thru PAIG)GPRAMAAuditsStrategic PlanIndependent Programmatic AssessmentsProgrammatic Assessment Guidance (SOPI)Cost, Schedule, Risks Data CollectionCost/Schedule/Risk Modeling (JCL, SRA, ICA, ICE)10
SIDIPAO11
lOfficerProgrammaticsAh, ha, ha, ha, stayin' alive, stayin' aliveAh, ha, ha, ha, stayin' alive12
“The whole is greater than the sum of its parts”- AristotleOfficeoftheChiefFinancialOfficerCADCost Analysis DivisionIPAOIndependent Programmatic Assessment OfficeGuidanceData CollectionModelingSIDStrategicInvestmentsDivision CAD and SID have been sister divisions before, in PA&E and in OCFO before thatWe know each other and we have worked together – attended each others’ staff meetings.Having cost data and tools, research, and analysis all in one place for the team to share and grow new ideas is a greatcapability for the agency.13
New SID Functional ResponsibilitiesOfficeoftheChiefFinancialOfficer With the merger of the Cost Analysis Division (CAD) and a subset of the personnel from thedisbanded Independent Programmatic Assessment Office (IPAO) into SID, the work scope of thedivision increased––Legacy SID functions remainAugmented functions include CAD responsibilities and Agency Programmatic Analysis Capability (APAC)LeadershipFOCUS AREAS– Strategic Planning, Performance Managementand ReportingØ Serve as the Performance Improvement Officer (PIO)staff and advise and assist the Administrator andAssociate Administrator/Chief Operating Officer(COO) to ensure achievement of the Agency’s missionand goals through strategic planning, performanceplanning, regular performance measurement, analysis,and communication– Portfolio Intelligence and AnalysisØ Conduct Mission Directorate portfolioprogrammatic analyses to inform internal Agencydecision-makers and external stakeholders to ensureNASA has the correct mix of programs and projects toaccomplish its Mission– Agency Investment AnalysisØ Conduct Agency-level portfolio programmatic analyses toinform internal Agency decision-makers and externalstakeholders to ensure NASA has the correct mix ofprograms and projects to accomplish its Mission– Programmatic Analysis Research & CapabilityManagementØ Build the capability for programmatic intelligence bycultivating the human network of programmatic analystsacross NASA and connecting them to high-quality toolsand training and foster insight through communicationwith them
ancialOfficerStrategic Investments DivisionSID/BD Division SupportAgency ProgrammaticAnalysis & ResearchCapabilityBuild the capability forprogrammatic analysis by cultivatingthe human network of programmaticanalysts across NASA and connectingthem to high-quality tools andtraining and foster insight throughcommunication with them.Internal(Agency-Wide) Independent Review Support Inline Programmatic Consultation Handbooks/Policy Working Group Leadership Programmatic Analysis Training Cost/Schedule Research Tool Development ONCE Database tegic Planning &Performance ManagementPortfolioIntelligence & AnalysisAdvise and assist the Administrator andAssociate Administrator/ChiefOperating Officer (COO) to ensureachievement of the Agency’s mission andgoals through strategic planning,performance planning, regularperformance measurement, analysis,and communication.Provide portfolio insight, foresight,and recommendations regarding theprogrammatic performance ofprograms, projects, and institutionalinvestments that enables responsiblebudgeting and proactive managementdecisions.Perform Agency-level analyses andevaluations of alternative strategies, toinclude adjustments to content, schedule,labor, budget, and acquisitions in relation toNASA and external stakeholder objectivesand priorities to understand impacts andgaps in achieving NASA’s ip) Strategic Plan Performance Planning Performance Assessments Performance Reporting Strategic Reviews ASIP Support/PPBE Management GAO/IG Audits Cost/Schedule Reporting MD Portfolio Analysis (BPR) Performance Monitoring andForecasting analysis (OCFO MonthlyReviews) Analytical Decision Support Lifecycle Reviews Historical Analyses( Budget traces,Cost/Schedule Growth, etc.)BranchesAgency InvestmentAnalysis Agency Mission Planning Manifest (AMPM) Investment Analyses (Trade Space/AoA,Strategic Alignment & Gap Analysis,Workforce Assessments, CapabilityAssessments, Passback/Settlement Analysis) CADRe Historical Analyses
Where are we going?OfficeoftheChiefFinancialOfficer Nothing is changing! Cost estimating is important!! This is a union of capabilities that makes sense We are excited about having legacy IPAO and CAD within OCFO, and confident that this change can bebeneficial for OCFO and for the agency Going forward– Continue as the Agency’s trusted agent for comprehensive Agency-level strategic analyses and performanceassessments– Maintain the integrity, quality, and independence of Agency programmatic assessments– Build the skills of the analytical workforce through discipline training– Develop and promote high-quality analytical tools, methods and data collection techniques– Institutionalize the collection and use of programmatic data to improve future estimates– Nurture the cost estimating and schedule assessment communities through effective communication andfacilitating Communities of Practice16
Independent assessment is "done" to the MDs and Centers. Independent assessment is "organic" to the MDs and Centers. . Scheduling Support Michele King : 757-864-5488 : michele.t.king@nasa.gov : SRB Programmatic Analysis Support ; Charley Hunt ; 256-655-9215 ; charles.d.hunt@nasa.gov : . Cost/Schedule Modeling and Tool Development .
