National Aeronautics and Space Administration

1. National Aeronautics and Space Administration Office of Procurement (OP) Procurement Leadership Meeting (PLM) Takeaways June 24 - 28, 2019 • Takeaways from the June Procurement Leadership Meeting (PLM) will evolve throughout KDP and Stakeholder Engagement Process

2. Overview / Objective NASA Procurement Leadership F2F Overview • The intent of this chart package is to enable stakeholder engagement regarding OP’s approach for KDP-C and establishing additional details of the framework for enabling a Procurement Enterprise Delivery Model. This approach is the result of an ongoing review that will evolve through stakeholder engagement and KDP Decisions. Objective • Prepare for formal KDP-C package to be submitted to the MAP program office (Aug. 6) with the goal of meeting all KDP-C Exit Criteria during the MSC briefing (Sept. 25, 2019) Working groups presented activities since KDP-B, updates to approaches, demonstration projects, and recommendations to OP leadership. This takeaway package will address the highlights only.

3. Office of Procurement (OP) / Office of Small Business Programs (OSBP) KDP – B Review Summary: The Mission Support Program Management Council (MSPMC) met on May 21, 2019, to determine if the Mission Support Future Architecture Program’s (MAP) Office of Procurement (OP) and Office of Small Business Program (OSBP) transformation projects are sufficiently mature to proceed into Phase B in accordance with the principles of NPR 7120.7 (currently NID 7120.99). • On May 10, 2017 the EC Decision (EC-2017-05-003) directed the establishment of a phased plan to realign the Agency mission support structure (to include budget authority and lines of reporting) to maintain mission focus, improve efficiency, and ensure local authority, while valuing the workforce. The Mission Support Future Architecture Program (MAP) oversees each mission support functional area project. • OP/OSBP are Phase 2 projects that presented their tailored solution and project plan to arrive at the Key Decision Point (KDP) phase B control gate. The MSPMC made the decision to approve OP/OSBP’s KDP-B and allow the projects to proceed into Phase B after reviewing their project plan, the Independent Review Team’s (IRT) assessment, discussions on OP/OSBP’s approach and consultation by the recommender with the following stakeholders: • OP and OSBP leadership • Center leadership (MAP Roadshow visits, Associate Director telecoms & Leadership Engagement ViTS ) • MAP Program Control Board • Mission Directorate Leadership General Details of Decision: The OP/OSBP project demonstrated its readiness and is approved to proceed into Phase B • The Project principles are in alignment with Program principles. • The future state model is in alignment with the goals of MAP. • The transition strategy meets the intent of the transformation effort. • In preparation for KDP-C, OP and OSBP will work with the MAP Program Office to address recommendations outlined by the IRT. MSPMC-2019-003 NASA internal use only

4. Office of Procurement (OP) / Office of Small Business Programs (OSBP) KDP – B Review Specific Elements of Project Decisions at KDP-B: Structure • OP and OSBP have and will maintain an Interdependent Relationship in new structure • Budget authority (labor, procurement, & travel funds), for the Procurement Workforce (1102 non-Small Business Specialist) will be funded by the Assistant Administrator for Procurement. • Budget authority (labor, procurement, & travel funds), for the OSPB and Small Business Specialist labor at the Centers will be funded by the Associate Administrator, Office of Small Business Programs. • Small Business Specialists to remain integrated within their existing Procurement Organizations at centers with reporting supervisory relationships maintained by Center Procurement Offices. • Combined West Coast Procurement Office (ARC/AFRC) planning will continue and will be confirmed at KDP-C. • PO Management Interfaces at Center Locations: Matrix PO to center prescribed interface, as appropriately worked with Center management. Operations • Product Service Lines concept for operations approved. • Specific procuring location assignments of Product Service Lines to be made during Phase B and confirmed at KDP-C Local Authority Roles • Head of Contracting Activity (HCA) functions assigned to Procurement Officers for Institutional Product Service Lines • Head of Contracting Activity (HCA) functions for major programs to be delegated as part of ASM • MD AA, Center Directors (CD), or Procurement Officers (PO) • MD AAs & CDs enable flexibility with assigning the Role • MD AAs & CDs are responsible for Mission activity • POs responsible for all procurement activity • Defer HCA function for NASA Management Office (NMO) to KDP-C • Combine the Procurement Ombudsmen and Competition Advocate Roles • Combine the role of Procurement Ombudsmen/Competition Advocate • Institutional - Roles Delegated to Functional Owners • Program/ Projects- Roles remain Delegated to Office of the Center Director • Local Authorities: OP AA delegate local authority to lowest level to enable efficient and effective operations MSPMC-2019-003 NASA internal use only

5. Office of Procurement (OP) / Office of Small Business Programs (OSBP) KDP – B Review Signatures represent concurrence that this decision was reached in compliance with Mission Support Program Management Council procedures, and ownership of amplifying comments relative to the decision. Decider: D. Tenney, Mission Support Program Management Council (MSPMC) Chair MSPMC-2019-003 NASA internal use only

6. Office of Procurement (OP) / Office of Small Business Programs (OSBP) KDP – B Review MSPMC-2019-003 NASA internal use only

7. We are Here June 2019Procurement Leadership Meeting

8. Agenda - NASA Procurement Leadership F2F • Welcome & Remarks / Review Agenda / Activities since KDP-B (Monica Manning / Robin Aube-Warren / Marvin Horne) Working Group Updates: • Budget Working Group (Kurt Straub) • Technology Working Group (Todd Pospisil / Geoff Sage via Skype / Telecom) • Performance Metrics Working Group (Mary Stevens / Geoff Sage & Brittni Dunaway via Adobe Connect for Demo) Working Group Updates: • Procurement Assignments (Bill Roets) • Procurement Portfolio Managers (Jeff Cullen / Julia Wise) Working Group Updates: • Structure Working Group (Michael McGrath) • People (OP) Working Group (Laura Rochester) PEOPLE Working Group Updates: • Policy / Process Working Group (Jose Garcia / Geoff Sage via Adobe Connect) PROCURE Additional Activities: • ARC All Hands (OP Community, Monica Manning, Bill Roets, Marvin Horne) • Speed Mentoring (Edwin Martinez-Concept; Elisban Rodriguez & Uyen Tu – ARC Coordination) • Strategic Workforce Planning (Julia Wise / Marvin Horne) • Path Forward to KDP-C MSC Briefing: (Marvin Horne) • Planning Industry Day (Marvin Horne) PROCESS POLICIES

9. Key Engagements • Dr. Eugene Tu (ARC Center Director), Mr. Kenneth Ledbetter (OCFO), Mr. Thomas Berndt (OCC), Mr. Steve Jensen and Ms. Joy Murphy (OCHCO) met with Monica Manning and Bill Roets regarding OP MAP activities • Robin Aube-Warren, (ARC Acting Associate Director) Welcomed OP leadership, expressed excitement and encouragement regarding NASA future, commended OP & OSBP MAP Project efforts. • ARC All Hands (OP Community, Monica Manning, Bill Roets, & Marvin Horne) • Speed Mentoring session between ARC OP staff and Procurement Leadership team • Lisa Colloredo (via Skype) shared a Leaders Leading Leaders Session on Lessons Learned from Commercial Crew (Leadership lessons, leading and overcoming barriers to unite a workforce located at multiple Centers) • Stacy Giffin, (ARC OHCM) facilitated change leadership conversation and activity with OP leadership • Lakeeta Young-Hill, (NASA Category Management Lead) presented Spend Under Management (SUM) – Spending aligned with Category Management, What’s Next (Updates to NASA policy and/or the NASA Strategic Sourcing website to reflect changes required by OMB’s 20 Mar 2019 Memorandum, Training of PPMs and NASA workforce on Category Management, market research tools, and contract vehicles), FY19 Category Management actuals, and FY20 Category Management Plan • OP Working Groups (Multiple Centers) presented activities since KDP-B, updates to approaches, demonstration projects, and recommendations to OP leadership

10. NASA ProcurementAcquisition Excellence in an Evolving Environment VISION Explore and Execute Innovative, Effective, and Efficient Acquisition Business Solutions to Optimize Capabilities and Operations that enable NASA’s mission. PEOPLE PROCURE PROCESS Click image below for video: POLICIES

11. Strategic Workforce Planning Highlights • Creation of a Nationalized Acquisition Workforce that: • Implements an Enterprise-wide Acquisition Workforce Model that leverages skills and capacity across the Agency • Ensures agility in workload distribution to meet evolving mission needs • Increases procurement capabilities through establishment of Subject Matter Experts • Execute a Strategic Workforce Plan that: • Establishes the appropriate FTE/WYE Complement • Fully utilizes various sources to recruit/retain diverse pool of qualified candidates with broad professional capabilities (Recruitment incentives, Job Rotations, Direct Hiring Authority….) • Institutes a Procurement Professional Mentoring & Coaching Program • Improves Acquisition Career Training & Leadership Development • Transitions to FAITAS to track acquisition training and certification 3

12. Structure: Procurement Offices Highlights • All Procurement Officers report to HQs OP • Executive Procurement Officers report to AA OP • Standard PDs • AFRC & SSC Procurement Officers will report to Deputy AA OP. NASA Shared Services Center and NASA Management Office Chiefs of Contracting will report to Acquisition Strategic Operations Division, HQs OP. • This enables focus on PSL alignment and organizational lines of reporting will be assessed later • PSL alignment is a substantial task that will transform procurement from a decentralized organization to an enterprise buying organizational • Standard PDs • Procurement Officers Matrixing at Center level • Based on Center input: PO Matrix will be Office of Director (i.e. Center Director (CD), Deputy Center Director (DCD) or Associate Director (AD); Flexible to meet Center Needs or Preferences)

13. Future State Interdependent Relationship

14. OP & OSBP Integration Highlights • Communication plan that describes regular cadence for communication between the OSBP and OP • Approach for charging Small Business Specialist (SBS) salaries and travel • Long term strategic approach for deployment of SBS across buying offices • Standard Position Descriptions for SBS • Feedback into SBS performance plans and assessments • Red-line changes to NPD 1000.3E and NPD 5119.1 • Distribution of OSBP Programmatic Work (e.g. Category Management, Mentor Protégé Program, SB assessments) (currently performed at HQ) • Training Plan in partnership with the Agency’s Acquisition Career Manager 3

15. Governance Highlights • Procurement Leadership Council (PLC) • Chaired by AA for Procurement, membership consists of: Deputy AA, OP Division Directors, Procurement Officers, and Deputy PO’s (when PO not available). Chief of Contracting may attend Leadership Meetings. • Responsibilities: All decisions that affect the procurement enterprise and/or multiple locations to be raised to PLC for discussion and appropriate input and comment from PLC members. Examples include: Procurement Assignments; Budget priorities; Strategic workforce actions and/or allocation of resources (e.g., strategic hiring, fulfillment for direct hires); Standardized policies or practices, if any, regarding employee work life; e.g., telework, alternate work schedules • Workforce Strategy Committee (WSC) When Required • Chaired by Business Operations lead at OP Headquarters with members consisting of representatives from the center buying offices. Membership is made up of supervisors on a two year detail. • Responsibilities: Performs deep dives, research, provides counsel, and recommendations regarding procurement enterprise workforce to the Procurement Leadership Council (PLC). • Control Board • Chaired by Deputy AA with members consisting of POs (or Deputy POs), Chiefs of Contracting, Acquisition Management & Policy Division Director, and representatives from affected offices (e.g. OGC, OSBP) when appropriate.  Responsibilities: To approve standardized procurement policies and/or processes to be implemented Enterprise-wide. • Local Authority • Internal promotion decisions; Hiring, backfilling vacancies to fulfill Center assignments (program or institutional) & hiring is within FTE allocation; Hiring for positions in areas identified as under assessment for possible reporting to capability lead (e.g., policy, pricing, systems) will be coordinated with PLC; and Approval authority for procurement actions, as delegated through Master Buy process and/or if consistent with approval thresholds in NFS

16. Procurement Assignments Highlights • POs/Chiefs of Contracting identify PSL POCs based on Procurement Assignments • Procurement Assignment PSL POCs will coordinate with PPM/ERM • CONOPS to implement a successful transition of Procurement Assignments • A matrix procurement workforce that supports the buying office that is responsible for the Procurement Assignment • May participate on SEB and administration may be performed locally (i.e. issue Task Orders on Enterprise Contracts) • Local Center Leadership may contact local POs/Chiefs of Contracting for all Procurement inquiries Engagement Approach to Procurement Assignments • Procurement Leadership Meeting, June 24 - 28 • Takeaway Package for Center Stakeholder Engagement initiated July 9 • OSBP, July 1 • OGC, July 1 • MAP Project Manager’s Briefing, July 9 (TBD) • Quarterly CO/COR Update, July 18 • ERMs/PPMs, July (TBD) • OP and OSI PSL Tiger Team Meeting, July 22 – 26 • Center Leadership Roadshows, August (TBD) • Virtual Presentation to Agency Leadership (MAP Stakeholder Engagement), August 29 & Sept 11 • Procurement Assignment Concept (Centralization & Regionalization) Aug 2018 & Mar 2019 PLM Take-Away Packages for Center Stakeholder Engagement • Procurement Portfolio Managers, May 21 • Procurement Officers, June 6 • AAs Functional Areas, week of June 12 • Occupational Health • Protective Services • Office of Strategic Infrastructure • Human Capital/NSSC • Financial Services/PP&C 3

17. Proposed Procurement Assignments Highlights Environmental (Compliance) Environmental (Compliance) Environmental (Compliance) Environmental (Compliance) Environmental (Compliance) Environmental (Compliance) Environmental (Compliance) Environmental (Compliance) Utilities Utilities Utilities Utilities Utilities Utilities Utilities Utilities A&E Services IT Services Occupational Health A&E Services Logistics Construction Grounds Maintenance Human Capital (includes ODEO/EEO) Construction A&E Services Custodial Services Financial Support Services Facilities O&M Facilities O&M Financial Support Services Facilities O&M Acquisition Support Services Protective Services Facilities O&M PP&C Protective Services PP&C Construction Admin. Services • Subscriptions (OLIA) Protective Services Communication Services Cooperative Agreements Regionalized Environmental (Remediation) Software Remains Localized Centralized  Procures for Agency Propellants • Audit Support / • Financial Support Services for NSSC Regionalized or Centralized buying locations does not equate to consolidation of contracts. It is the Procurement Office that has overall responsibility of Contract Award (e.g. SEB) SAT In addition to the above Procurement assignments, Procurement Offices workload includes additional actions related to Program procurements to include Program/Project Specific PSL (Engineering, S&MA, Tech. Transfer, Aircraft O&M) SBIR / STTR 3

18. Proposed Procurement Assignments by Product Service Line (PSL) 18 Regionalized or Centralized buying locations does not equate to consolidation of contracts. It is the Procurement Office that has overall responsibility of Contract Award (e.g. SEB).

19. Proposed Procurement Assignments by Product Service Line (PSL) Regionalized or Centralized buying locations does not equate to consolidation of contracts. It is the Procurement Office that has overall responsibility of Contract Award (e.g. SEB). 19

20. Procurement Portfolio Management Institutional Program/Project Specific Highlights • Update on Strategies developed and plan to complete remaining strategies • Update NFS after AA approvals • PIC 18-01 only applies to approved PSLs when a waiver to deviate from the approved strategy is requested • Agenda / participation review for upcoming OP / OSI PSL Tiger Team Enterprise Procurement Strategy • Category Management (Lakeeta Young-Hill) Approved: Functional Owners have approved long-term strategy 3

21. Procurement Assignment by Product Service Line Phasing Approach Not all inclusive – Program/Project Specific Assignment pending FY20 FY20 Phase 1 Phase 2 FY21 FY22 Phase 3 Phase 4 ACQUISITION SUPPORT SERVICES • NSSC A&E SERVICES • West Coast • GRC • KSC COMMUNICATION SERVICES • KSC FACILITIES OPERATIONS & MAINTENANCE • West Coast • LaRC • JSC • KSC Q1 Q2 COOPERATIVE AGREEMENTS • NSSC LOGISTICS • MSFC Q4 Q2 Q2 CONSTRUCTION • West Coast • Southeast Regional MACC 2 ADMINISTRATIVE SERVICES • LaRC Q2 OCCUPATIONAL HEALTH • JSC Q4 Q2 Q1 IT SERVICES • GSFC CUSTODIAL SERVICES • GRC Q2 PROTECTIVE SERVICES • West Coast • GSFC • KSC ENVIRONMENTAL COMPLIANCE • Localized Q4 Q1 FINANCIAL SUPPORT SERVICES • MSFC • GSFC ENVIRONMENTAL REMEDIATION • KSC Q2 Q2 Q4 HUMAN CAPITAL SUPPORT (including EEO or ODEO) • NSSC GROUNDS MAINTENANCE • LaRC Q4 Q2 PP&C • MSFC • GSFC Q2 • Go live October 1, 2019 • Transitioning from a decentralized procurement organization to an enterprise buying organizational (operating model) • Ongoing Contracts may remain status quo; New requirements will be executed utilizing enterprise operating model • Ongoing short term solutions will remain (e.g. Admin Service SSC & JSC) • Due to current contract different Period of Performance, a natural phasing with-in a PSL will occur • Phasing enables lessons learns and best practices • Phase 1 consist of PSLs that are currently semi operational PROPELLANTS (P/p PSL) • KSC Q1 SOFTWARE • NSSC Q2 SUBSCRIPTIONS • NSSC Q1 UTILITIES • Localized Q1 21

22. Budget Governance Process Steps Highlights • Budget planning and execution will become responsibilities of OP AA • FTE dollars (All POs and workforce) • Exceptions are dollars associated with: • NSSC and NMO workforce (remain aligned to location) • Small Business Specialist (SBS) (will align to OSBP) • Direct Charge (Program, project, reimbursable) • 1102 Training (Non-1102 Training will come from OCHCO) • Travel (does not include SBS, NSSC, or NMO travel) • Procurement (including WYEs) • NSSC Procurement Bills • Budget is briefed to the AA for Procurement • AA for Procurement and POs/PLC discuss • FTE, WYE • Ancillary Expenses • Direct Charges • Awards • Travel • Budget-Impacting Initiatives • Training • AA for Procurement Submits/Presents Comprehensive Combined request of all Procurement Locations as part of PPBE process • CFO Provides Resource Analyst support to the AA for Procurement • Each Procurement Location Submits their budget request • PO is responsible for budget submission • Submission is collaboration between Procurement and OCFO Resource Analyst • AA for Procurement Approves of budget submissions, pending any changes or trade space MSD Approves budget submission • Once Budget approved OP AA will disburse to POs for execution 22

23. Industry Engagement Planning Highlights • Dates • Social Media Campaign • Ask Me Anything Event for Industry • Featuring Monica Manning • Hosted by OCOMM - Coordinate with HQ OCOMM for logistics and to amplify awareness on different platforms including Twitter • Questions – Submitted beforehand and live in chat formats • Platform OP Facebook Page • NASA Podcast Campaign • Podcast Interviews with Monica Manning at 3 Centers • ARC: “NASA in Silicon Valley” • KSC: “Welcome to the Rocket Launch” • JSC: “Houston, we have a Podcast” • Planning for – 3rd Quarter FY20 • Leverage Contractor Steering Council for Initial Engagement • Engage Councils at NASA Centers • Enable draft Q&A to assist with planning for Industry engagement • Enable robust dialogue prior to industry engagement • Utilize PO/Deputy PO for engagement • Industry Engagement • Leverage standing conference at MSFC, KSC, & NMO (JPL Site) • Host at NASA HQ • Utilize Panel type engagement consisting of OP AA, Deputy AA and Procurement Officers • Continue to build upon local Contractor Steering Council presentations • Advertise using OSBP Tools and other approaches • Leverage existing OSBP/OP IT tools (e.g. Adobe Connect, Websites) • Possible Topics • Overview of MAP • Enterprise Model • Strategy Development Process for PSLs • Operations • Procurement Assignments • New Org Structure • Standardize Policy • Releases to the public (use of fbo.gov) • Small Business Impacts • Q&A 23

24. IT Systems Metrics Highlights • PPS - Current System used for Procurement Contract Writing • Folder Management • Revised requirements developed and provided to ITCD. ITCD accessing document management system (DMS) available on enterprise IT roadmap. Revised folder structure has been coordinated through Knowledge Management and Policy POCs. Working disposition of final comments • Recently, PPS developer SAP has informed NASA that PPS support will be discontinued NLT 2025 • NASA OP is working a solution • Virtual SEB tools • Options Considered: • JSC tool - Remote Desktop Protocol (RDP) • MSFC tool - SharePoint based tool • Leaning toward selecting the MSFC SharePoint based tool due to its enterprise platform • Development of OP Dashboard to display Metrics progressing • Data Collection Tools • Acquisition Forecast, Master Buy, Baseline Performance Review (BPR), Award Fee Evaluation System (AFES) • Working to move tools from current platforms to a consolidated data collection point • End goal is to streamline information that is collected, simplify reporting, and eliminate redundancy in data entry • Will utilize enterprise IT road map tools and data collection platforms • Finalizing Metrics • Customer Satisfaction • Metrics used to determine the effectiveness & efficiencies of MAP • # of SEBs; # of Contracts across Enterprise • Ongoing Procurement Metrics • Lead times; # of Actions; Small Business Utilization 24

25. Policy & Process Demo Review Process Highlights • Demonstration Project to standardize policies and processes commenced in May and plan to complete in September 2019 • Standardize Agency-level templates for 8 policies (e.g. JOFOCS, Single IDIQ D&F, 5 Year Deviations) and 4 processes (e.g. Section L&M of RFP, Market Research guidelines) • Testing velocity of standardization • Enables lesson learn on policy standardization model Demo Implement a Phased Approach enabling transition from Demo Phase to Future State Demonstration Project is adaptable and evolving to enable a long term solution

26. Project Schedule & Timeline Project Plan Updates (narratives) Completion Date: July 10 To enable the Internal Leadership Review (week of July 29) KDP B @ MSPMC May 21st Go-Live Oct 1, ’19 KDP C Product Delivery to Program: Aug 6 KDP C @ MSC Sept 24th / 25th OP & OSBP budget and people, are reallocated to Functional Owner Preparation of KDP C Deliverables: Jun – Jul MAY 2019 JUNE 2019 JULY 2019 AUG 2019 SEPT 2019 OCT 2019 • Project Plan inclusive of: • Risks and Mitigations • CONOPS • Org. Structure • Level 2 Requirements • Technology Development Plan • Workforce Plan • Governance • Transformation Approach • Budget • Configuration Control • Communications (Stakeholders)

27. Procurement Points of Contact: • Questions can be sent to the OP/OSBP Map Project email at: HQ-DL-PROCUREMENT-SMALL-BUSINESS-MAP@MAIL.NASA.GOV (The project team will monitor this account and address your feedback. Comments will not be attributed to any individual) • Review the OP/OSBP Project Map website at: https://inside.nasa.gov/msd/map/office-procurementoffice-small-business-programs

28. Supplemental Information

29. Key Terminology • Product Service Lines:A grouping of like requirements (e.g. information technology (IT), engineering services, administrative support services, and environmental compliance services) • Institutional Services: A recurring requirement that supports the operational needs (infrastructure/facility/human capital) of the Center or facility with a funding profile primarily of CM&O or CoF Funds. • Program/Project Specific Services: A recurring requirement that supports specific programs and projects (e.g. engineering services, Aircraft Operations and Maintenance) • Procurement Office (Buying Office): A procuring office that resides at a particular Center has overall responsibility of contract execution for PSLs including Institutional Services, Program/Project Specific Services, and direct program contracts. • Procurement Assignments: Assignment of a particular PSL to one or more Buying Offices to execute procurements on behalf of the functional owner for one or more Centers. • Enterprise Acquisition Strategy: Long-term and Short-term strategy for each PSL determined by the Enterprise Requirements Manager and the Procurement Portfolio Managers. • Procurement Leadership Council (PLC): PLC chair will be the AA for Procurement, with members consisting of the and Deputy AA, Director for the Acquisition Management & Policy Division, Director for the Acquisition Strategic Operations Division and the Procurement Officers (POs). The PLC is the ruling body for all strategic decisions for the Office of Procurement to include, but not limited to: enterprise procurement strategy, procurement assignments, workforce, budget, and local authority. Chief of Contracting may attend Leadership Meetings. • Workforce Strategy Committee (WSC): WSC chair will be the Business Operations lead at NASA Headquarters with members consisting of representatives from the center buying offices. WSC provides advice, counsel, and recommendations regarding procurement enterprise workforce to the Procurement Leadership Council (PLC). • Control Board: Chaired by Deputy AA with members consisting of POs (or Deputy POs), Chiefs of Contracting, Acquisition Management & Policy Division Director, and representatives from affected offices (e.g. OGC, OSBP) when appropriate.  Responsibilities: To approve standardized procurement policies and/or processes to be implemented Enterprise-wide.

30. Capability Lead:The lead for an enterprise capability (e.g. Pricing, Source Selection, Contract Closeout) that will be provided to the procurement staff as part of the procurement and contract administration process.  Capability Leads may reside at HQs or disbursed to a buying office. • Center Business Process Leads (CBPL): provide overall coordination and management of informational technology business processes primarily related to NASA’s contract writing system. • Enterprise Requirements Manager (ERM): The technical manager responsible for analysis of existing requirements (including obtaining inputs from Centers’ Requirements Offices) and determination of future Enterprise requirements for one or more PSLs.  The ERM is responsible for coordinating with the Procurement Portfolio Manager to develop the short-term and long-term strategy for assigned portfolio. • Procurement Portfolio Manager (PPM): The procurement manager responsible for one or more PSLs. The PPM is responsible for partnering with the Enterprise Requirement Mangers to develop short and long-term Enterprise Procurement Strategy for assigned portfolio. • Functional Owner:The AA responsible for one or more PSLs (e.g. AA for OSI is the functional owner for Construction, A&E Services, Facilities O&M, Logistics, and Environmental Services, AA for Procurement is the functional owner for Procurement) • Procurement Portfolio: The universe of NASA contracts that is subdivided into categories called Product Service Lines (PSL). • Matrix Workforce: Geographical disbursed workforce that can support a buying office from any NASA Center • Category Management:A strategic business practice that the Federal Government is implementing whereby a range of products purchased is broken down into discrete groups of similar or related products to buy smarter and more like a single enterprise. The goals of government-wide category management are to: 1) Deliver more savings, value, and efficiency for Federal agencies; 2) Eliminate unnecessary contract redundancies; and 3) Meet the government’s small business goals.  • Best-in-class (BIC) Contracting: A government-wide designation for acquisition solutions that can be used by multiple agencies and that satisfy key criteria defined by the White House Office of Management and Budget. • Spend Under Management: The percentage of an organization’s spend that is actively managed according to category management principles—or smart decision-making where agencies buy the same kinds of goods and services through best value solutions.  Key Terminology (cont’d)

31. Competition Advocate (Functional Owner (Institutional) & Office of Director (Program/Project Specific): Responsible for promoting the acquisition of commercial items, promoting full and open competition, challenging requirements that are not stated in terms of functions to be performed, performance required or essential physical characteristics, and challenging barriers to the acquisition of commercial items and full and open competition such as unnecessarily restrictive statements of work, unnecessarily detailed specifications, and unnecessarily burdensome contract clauses. (FAR 6.502) • Procurement Ombudsman (Functional Owner (Institutional) & Office of Director (Program/Project Specific): Responsible for facilitating communication on an informal basis between NASA and parties outside the Government which may include actions to resolve concerns, disagreements, and recommendations submitted by interested parties. (NPD 5101.32) • Head of Contracting Activity (HCA) (Procurement Officer):The official who has overall responsibility for managing the contracting activity. Primary role consists of: • Ratification of Unauthorized Commitments (FAR 1.602-3(b)(2) and (3) NFS 1801.602-3) • Approval of Undefinitized Contract Actions (UCA) • Review and Action on a reported or possible violation of a present or former government official or someone advising that official knowingly disclosing contractor bid or proposal information or source selection information before award. (FAR 3.104-7) • Waiving requirement for submission of certified cost or pricing data in exceptional cases. • Determining use of the GSA area-wide contract for utility services is not advantageous to the Government. (FAR 41.204(c)(1)(ii)) • Non-Availability Determination- Buy American Act Supplies (FAR 25.103) Key Terminology (cont’d)

32. Functional Owners

33. Matrixing of PO at Center Level Highlights 3

34. Governance for Product Service Lines (PSL)Roles and Responsibilities Primary Objective of Enterprise Requirements Managers (ERM) • Responsible for communicating to COR Community the new operating model and strategic approach to procuring requirements • Responsible for analysis of existing requirements (including obtaining inputs from Centers’ Requirements Offices) and determination of future Enterprise requirements from an Agency perspective • Responsible for partnering with Procurement Portfolio Managers to assist in determining short and long-term Enterprise Procurement Strategy activities, identification of associated milestones, and adherence to schedule. • Upon identification of an Enterprise Procurement Strategy, coordinate the strategy with the appropriate Center requirements offices and CORs across the Agency. • Provides Agency level oversight of contracts by Product/Service Lines (PSL) to arrive at Enterprise Procurement Strategy for future needs. • Established via Procurement Information Circular (PIC) 18-01, Strategic Approach to Acquisition Strategies by Institutional Product Service Lines • Uses Institutional and Program/Project-Specific PSLs established by Acquisition Portfolio Assessment Team (APAT) • Continuous communication and collaboration between Procurement Portfolio Managers and the Enterprise Requirements Managers (including Functional Owners) key in ensuring successful execution of this NEW Enterprise Procurement Strategy. • This process will continue to evolve and the OP Division Directors will continuously communicate and collaborate with Procurement Portfolio Managers and Enterprise Requirement Managers to continue to improve the process. Primary Objective of Procurement Portfolio Managers (PPM) • Responsible for communicating with Enterprise Requirements Managers and discussing APAT data and evaluating existing requirements and future requirements. • Partner with the Enterprise Requirement Mangers to develop short and long-term Enterprise Procurement Strategy for assigned portfolio • Localized, Centralized, and/or Regionalized Solution • Standardization of Baseline Requirements • Standardization of Procurement Strategies for certain requirements (e.g. PPTO, FAR Part 12 (Commercial-Streamlined) v/s Part 15 (Negotiated/Competitive Process)) • Establish a strategy for identifying and using appropriate Best-In-Class Contracting (Federal Initiatives) • Responsible for partnering with Enterprise Requirements Managers to identify activities necessary for the development of Strategic Approach to procuring Enterprise Requirements, identification of associated milestones, and adherence to schedule. • Once the enterprise strategy has been established and memorialized, notify the Center and continue to support the Center assigned the requirements. APAT Lead Enterprise Requirements Manager Procurement Portfolio Manager Procurement Analyst, provides stewardship/oversight for assigned Center. Evolving to Procurement Portfolio Manager, provides stewardship/oversight for a PSL that will support multiple centers.

35. Future Integrated Service Delivery ModelNOT a “One-Size-Fits-All” Approach Localize (at Centers) Regionalize (at Centers) Centralize (at a Center) Centralize (at NSSC) Divest Outsource Federalize Continuum of Options