1. PM CHALLENGE 2011
Recent changes in NPD 1000.0
Governance and Strategic
Management Handbook
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2. TOPICS
• Fundamental definitions
• Motivation for the update
• Key contents that did not change
• Highlights
• Details on a few key processes of interest
• Summary
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3. FUNDAMENTAL DEFINITIONS
• Governance
Principles and structures through which the Agency
manages mission, roles and responsibilities
• Strategic Management
Processes by which the Agency manages strategy and its
implementation through planning, performance, and
results
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4. MOTIVATION FOR THE UPDATE
Implement IRP Governance recommendations
IRP Recommendation Change to 1000.0
The 3 main elements of Agency composition are: Capture fully-developed elements and the flow of
Strategic Direction, Mission, and Mission Enabling governance
Ensure strategic direction fulfills stated scope Focus SMC on the highest level strategy
Fully assign Mission in governance framework Expand PMC to totality of Mission portfolio including
assessment of the integrated cross-mission portfolio
Fully assign Mission Enabling in governance framework Expand new MSC to include the totality of Mission
Support portfolio at the Centers as well as at HQ
Update roles, responsibilities, and decision-making to Update
current state • AA Independent Program and Cost Evaluation, Chief
Financial Officer, AA Mission Support Directorate, Chief
Technologist
Clarify
•Roles of Center Director and AA for Mission Directorate
Strategic Acquisition is correct; implementation is not Reinforce description. MSC Chair to assure
consistent comprehensive assessment of in-house capabilities 4

5. ADDITIONAL MOTIVATION FOR THE UPDATE
• New preface
• Minor tweak to Core Values
• Include NASA’s new overarching strategies from the Strategic
Plan
• Update “Strategic Acquisition” to “Strategic Acquisition and
Partnering”
• Update “Authority Roles Regarding Risk” to current state
• Update details of the “Strategic Management System” to
current state
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6. KEY CONTENTS THAT DID NOT CHANGE
• Overall organization
• NASA Values (only changed order)
• Governance tenets
• Lean Governance
• Most managerial roles
• Philosophy of “strategic acquisition”
• Philosophy of organizational balance; checks and balances
• The Dissenting Opinion Process
• Most of the strategic management system
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7. GRAPHIC HIGHLIGHTS
National Aeronautics and Space Administration
Advisory Groups Chief Financial Officer* Chief Scientist
NAC and ASAP
Office of the
Inspector General Chief Information Officer*
Administrator Chief Technologist
Legislative and
Diversity and Equal Chief, Safety and
Intergovernmental Chief Engineer
Opportunity Mission Assurance
Affairs*
Chief Health and Independent Program
Education Communications*
Medical Officer and Cost Evaluation
International and Small Business
Interagency Relations Programs
General Counsel
Aeronautics Ames Research Johnson Space
Mission Support Science Mission Center Center
Research Mission
Directorate Directorate
Directorate
Dryden Flight Kennedy Space
Research Center Center
Human Capital Management
Exploration
Space Operations
Strategic Infrastructure Systems Mission Glenn Research Langley Research
Mission Directorate
Directorate Center Center
Headquarters Operations
Goddard Space Marshall Space
NASA Shared Services Center Flight Center Flight Center
Agency Operations Jet Propulsion Stennis Space
Laboratory Center
Internal Controls and
Management Systems
Note:
Procurement * Center functional office directors report to Agency
functional AA. Deputy and below report to Center
Protective Services leadership.
NASA Management Office
Office of Administrator
Programmatic Institutional Authority
Authority
Engineering Safety and Health Mission Center
MD Mission And Support Directors
ETA
Assurance Medical Offices
Program SMA H&M
TA TA
Project
TA =Technical Authority 7

8. DETAILS ON KEY PROCESSES - STRATEGIES
NASA’s overarching strategies leverage the Agency’s endeavors toward broader
national value, framing how we conduct our Aeronautics and Space Mission:
• Investing in next-generation technologies and approaches to spur
innovation.
• Inspiring students to be our future scientists and engineers, explorers and
educators through interactions with NASA’s people, missions, research, and
facilities.
• Expanding partnerships with
international, intergovernmental, academic, industrial and entrepreneurial
communities, as important contributors of skill and creativity to our
missions, and for the propagation of our results.
• Committing to environmental stewardship through Earth observations and
science, and the development and use of green technologies and capabilities
in NASA missions and facilities.
• Securing the public trust through transparency and accountability in our
programmatic and financial management, procurement, and reporting
practices.
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9. DETAILS ON KEY PROCESSES -- COUNCILS
GOVERNANCE - NASA Management Councils
• As a key part of the governance framework, NASA controls strategic management
processes through three Agency-level management councils:
• The Strategic Management Council (SMC) serves as the Agency’s senior decision-making
body for strategic direction and planning. The SMC determines NASA’s strategic direction
and assesses Agency progress toward achieving NASA’s Vision.
• The Program Management Council (PMC) serves as the Agency’s senior decision-making
body regarding the integrated Agency mission portfolio. The PMC baselines and assesses
performance of NASA projects, programs, mission directorate portfolios, and the
integrated Agency portfolio to ensure achievement of NASA strategic goals.
• The Mission Support Council (MSC) serves as NASA’s senior decision making body regarding
the integrated Agency mission support portfolio, and mission support plans and
implementation strategies (including facility, infrastructure, technical capabilities and
associated investments). The council members are advisors to the Associate
Administrator, Mission Support Directorate (MSD), in his capacity as the MSC Chair and
decision authority. The MSC determines and assesses mission support requirements to
enable the successful accomplishment of the Agency’s Mission.
• The Office of Independent Program and Cost Evaluation provides functional support for all
three councils.
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10. DETAILS ON KEY PROCESSES – GOVERNANCE FLOW
Governance in Support of Strategic Resource Planning
• The three councils meet regularly on a basis established by each chair. Additionally there is an annual,
integrated flow of guidance and meetings preparing for the spring planning phase of the PPBE.
Administrator’s Guidance
• The integrated flow of meetings is initiated by guidance from the Administrator -- the “Administrator’s
Intent” to guide decisions.
Special PMC and MSC Meetings
• Present an integrated analysis of NASA’s current and planned mission and mission support portfolios.
Jointly, these two councils identify gaps and risks, and recommended solution options to be presented
at a special integrated SMC.
– Special PMC: assess the current portfolio, identify issues, and present the integrated “demand”
requirements for mission support.
– Special MSC: review of integrated mission-enabling resources for an integrated picture of the
“supply” available to support the missions.
Special SMC Meeting
• Within the framework of the NASA Strategic Plan (20 plus years) and Outcomes (6 to 10 years) the
special SMC reviews the impact of Agency portfolio issues on achieving the Agency’s goals and
outcomes.
• The integrated SMC addresses strategic issues brought forward from the PMC-MSC reconciliation of
“supply” with “demand” as well as potential new projects and programs beyond the budget horizon.
• SMC decisions provide guidance and prioritization used to enable further analysis and deliberations
through the Strategic Acquisition and Partnering process.
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11. DETAILS ON KEY PROCESSES – STRATEGIC
ACQUISITION AND PARTNERING
Strategic Acquisition and Partnering Process
• Enables the complex analysis, deliberations and trades necessary to meet NASA’s objectives.
• The Agency must examine and consider alternative ways to obtain that capability
• NASA must plan for the renewal of human and physical assets. It is essential to maintain strong in-
house capabilities for the development phases of programs and projects.
• Strategic Acquisition and Partnering is used to promote the best approaches, encourage innovation and
efficiency, and take advantage of state-of-the-art solutions available within NASA, industry, academia,
other Federal agencies, and international partners. The Agency will go through this “make, partner,
and/or buy” decision early in the decisional planning process.
• The approach to go in-house will lead to further decisions on how the work will be allocated to one or
more NASA Centers.
• The approaches that go outside the Agency could encompass several alternatives
– contracts with industry and universities, grants to universities or non-profit entities,
– interagency partnerships, international cooperation (as permitted by Federal regulations),
– and/or various funded or unfunded Space Act Agreements.
• A cyclical process: Decisions flow from Agency-wide portfolio assessment, to implementation
strategies to best meet mission objectives, and finally to individual procurements or other instruments
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12. DETAILS ON KEY PROCESSES – CD and MD roles
Mission Directorate AAs
• Manage the portfolio of programs and projects assigned to their directorate to ensure
their outcomes meet schedule and cost constraints.
• Establish and maintain the directorate’s strategy to meet Agency goals, mission
architecture, top-level requirements, schedules, and budgets.
• Have ultimate responsibility for mission success in accordance with governing
requirements.
Center Directors
• Responsible for all activities assigned to their center, specifically
establishing, developing and maintaining the Center’s institutional capabilities
required for the execution of programs, projects, and missions assigned to the Center.
• Support programs and projects by
– Providing needed Center resources
– Providing support and guidance to programs and projects in resolving technical and
programmatic issues and risks
– Monitoring the technical and programmatic progress of programs and projects to help
identify issues as they emerge
– Proactively working with the Mission Directorates, Institutional
Authorities, programs, and projects to find constructive solutions to problems
– Make recommendations to the Decision Authority at KDPs regarding all aspects of the
ability of a program or project to execute successfully, including
programmatic, technical, and major risks and the strategy for their mitigation.
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13. SUMMARY
• Maintained the fundamental foundations of governance and
strategic management
• Built a stronger connection to the national agenda
• Sharpened the focus of the governing councils
– Enabled the SMC to focus on top level strategy by broadening the PMC
and MSC to encompass the entire agency mission and mission
enabling elements, with the chairs effecting joint decision-making as
necessary
– Significantly increased the scope of the mission support element and
improved the balance between mission and mission support
• Improved the connectivity from the councils to strategic
resource planning
• Incorporated growing interest in and utility of partnering
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