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Dan W. Mabey Director of Business Operations Office of Exploration Systems PowerPoint Presentation
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Dan W. Mabey Director of Business Operations Office of Exploration Systems

Dan W. Mabey Director of Business Operations Office of Exploration Systems

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Dan W. Mabey Director of Business Operations Office of Exploration Systems

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  1. Brokering the Vision for Space Exploration-- The Business Side of the Journey to Inspire, Innovate, and Discover Dan W. Mabey Director of Business Operations Office of Exploration Systems National Aeronautics and Space Administration July 15, 2004 9:30 – 10:15 AM

  2. Office of Exploration Systems BROKERING THE VISION FOR SPACE EXPLORATION The Business Side of the Journey to Inspire, Innovate, and Discover Dan W. Mabey Director of Business Operations July 15, 2004

  3. The Vision for Space Exploration THE FUNDAMENTAL GOAL OF THIS VISION IS TO ADVANCE U.S. SCIENTIFIC, SECURITY, AND ECONOMIC INTEREST THROUGH A ROBUST SPACE EXPLORATION PROGRAM Implement a sustained and affordable human and robotic program to explore the solar system and beyond Extend human presence across the solar system, starting with a human return to the Moon by the year 2020, in preparation for human exploration of Mars and other destinations; Develop the innovative technologies, knowledge, and infrastructures both to explore and to support decisions about the destinations for human exploration; and Promote international and commercial participation in exploration to further U.S. scientific, security, and economic interests.

  4. The Vision for Space Exploration [Imperatives 1 – 9] 1. Return the Shuttle to safe flight as soon as practical, based on CAIB recommendations 2. Use Shuttle to complete ISS assembly 3. Retire the Shuttle after assembly complete (2010 target) 4. Focus ISS research to support exploration goals; understanding space environment and countermeasures 5. Meet foreign commitments 6. Undertake lunar exploration to support sustained human and robotic exploration of Mars and beyond 7. Series of robotic missions to Moon by 2008 to prepare for human exploration 8. Expedition to lunar surface as early as 2015 but no later than 2020 9. Use lunar activities to further science, and test approaches (including lunar resources) for exploration to Mars & beyond

  5. The Vision for Space Exploration [Imperatives 10–18] 10. Conduct robotic exploration of Mars to prepare for future expedition 11. Conduct robotic exploration across solar system to search for life, understand history of universe, search for resources 12. Conduct advanced telescope searches for habitable environments around other stars 13. Demonstrate power, propulsion, life support capabilities for long duration, more distant human and robotic missions 14. Conduct human expeditions to Mars after acquiring adequate knowledge and capability demonstrations 15. Develop a new Crew Exploration Vehicle; flight test before end of decade; human exploration capability by 2014 Separate cargo from crew as soon as practical to support ISS; acquire crew transport to ISS after Shuttle retirement Pursue international participation Pursue commercial opportunity for transportation and other services

  6. Key Elements of the Vision • Objectives • Implement a sustained and affordable human and robotic program • Extend human presence across the solar system and beyond • Develop supporting innovative technologies, knowledge, and infrastructures • Promote international and commercial participation in exploration • Major Milestones • 2008: Initial flight test of CEV • 2008: Launch first lunar robotic orbiter • 2009-2010: Robotic mission to lunar surface • 2011 First Unmanned CEV flight • 2014: First crewed CEV flight • 2012-2015: Jupiter Icy Moon Orbiter (JIMO)/Prometheus • 2015-2020: First human mission to the Moon

  7. Preparing for Mars Exploration • Moon as a test bed to reduce risk for future human Mars missions • Technology advancement reduces mission costs and supportsexpanded human exploration • Systems testing and technology test beds to develop reliability in harsh environments. • Expand mission and science surface operations experience and techniques • Human and machine collaboration: Machines serve as an extension of human explorers, together achieving more than either can do alone • Breaking the bonds of dependence on Earth: (e.g./Life Science/Closed loop life support tests) • Power generation and propulsion development and testing • Common investments in hardware systems for Moon, Mars and other space objectives

  8. Exploration Systems Program Management Perspective Building on Past Findings and “Lessons Learned” • Packard Commission Findings • Get operators and technologists together to enable the leveraging of cost-performance trades • Apply technology to lower cost of system, not just to increase its performance • Mature technology prior to entering engineering and systems development • Partnerships with Industry to identify innovative solutions • Report of the DSB/AFSAB (Young Report) • Requirements definition and control are dominant drivers of cost, schedule, and risk in space systems development programs

  9. Exploration Systems Program Management Perspective Building on Past Findings and “Lessons Learned” • Task • Develop a consolidated database of “lessons learned” from human and robotic mission experience. Sample review areas: • Space Station / Shuttle • CAIB / Challenger report • Previous NASA reviews • Actions • Initiated task with Systems Management office at Langley Research Center. Topic areas defined to include: • Cultural Issues • Programmatic considerations • Technical/Engineering considerations • Communications • Ground Operations • Risk Assessment

  10. Office of Exploration Systems Organization Office of the Associate Administrator for Exploration Systems Requirements Division Business Operations Division Development Programs Division Human & Robotic Technology Acq Strategy/ Business Mgmt Requirements Formulation Exploration Trans- portation Systems “Project Constellation” Systems Integration Program Assessment Nuclear Systems- Development “Project Prometheus” Exploration Analysis Resource Management Info Mgmt & Communication

  11. Acquisition FrameworkRequirements and Technology Investment Flow Enterprises Enterprises Enterprises Requirements Mature Design Prometheus Constellation Prototype Spiral Development: Block II Block I Technology Maturation Technologies

  12. Acquisition FrameworkRequirements Formulation & Prioritization Process GVT & Non-Gov’t Input RFI Inputs BAA CE&R RFI Ext Studies BAA Val/Ver MS A MS B • Baseline Req’s • Nations Vision • NASA SOO • Center Inputs • Lessons Lrnd Concept of Operations  KPPs, SOOs, Thresholds, Objectives, SOW, WBS… Level 0, 1… Gap Analysis Tech Response • CEV Crewed • Flt in 2014 • Human Mission to the moon: • -- Obj: 2015 • -- Thresh: 2020 Dir Resrch Call BAA BAA BAA Adv Systems Tech Adv Systems Tech R&D Development and Insertion Tech Maturation Tech Maturation ITTP Programs ITTP Programs Prometheus Prometheus CEV: Crew Exploration Vehicle KPP: Key Performance Parameters SOW: Statement of Work WBS: Work Breakdown Structure SOO: Statement of Objectives ITTP: Innovative Technology Transfer Partnerships Spiral 2 & beyond Centennial Challenge Centennial Challenge Bioastronautics

  13. Acquisition FrameworkConstellation Program Strategy Overview (Baseline) Pre-MS A Concept Ref (BAA) Q4 FY04 MS A Tech Dev’mt (RFP) Q3 FY05 MS B Program Initiation FY06 MS C Manned CEV Flight 2014 Pre MS A (RFI) Q3 FY04 Design Readiness Review /Demo 2008 Unmanned CEV Flight 2011 • ____ • ____ • ____ • ____ • ____ • _ • ____ • ____ • ____ • ____ 2015 (Objective) 2020 (Threshold) • ____ • ____ • ____ • _ Target Moon OSP NGLT Down Select System Development & Integration System Development & Demonstration Early Contractor Involvement Mars Prometheus Tech Maturation

  14. OFFICE OF EXPLORATION SYSTEMSBUSINESS OPERATIONS DIVISION OFFICE OF EXPLORATION SYSTEMS Craig E. Steidle ASSOCIATE ADMINISTRATOR BUSINESS OPERATIONS Dan W. Mabey ACQUISITION STRATEGY & CONTRACT MGT RESOURCE MANAGEMENT PROGRAM ASSESSMENT INFORMATION MGT & COMMUNICATION *Acquisition Strategy *Program/Business Authorizations *Line Systems Contract Execution [Matrix] *Budget Formulation, Analysis & Allocation *Financial Management *Enterprise Workforce Utilization *Legislative Liaison *Public Outreach *Education Program *Information Tech *Integrated Program Measurement Tools & Training *Cost Estimating

  15. Office of Exploration Systems (OExS) Business Operations Domain “SUPER” SPO PEO REQUIREMENTS DIRECTOR PROGRAM MANAGERS PROJECT MANAGERS U.S. AEROSPACE INDUSTRY OExS SPECIALIZED SUPPORT PROGRAM DIRECTORS FOREIGN INDUSTRY - COST ESTIMATING - INDUSTRIAL BASE ANALYSIS - INDEPENDENT REVIEW TEAMS OExS ASSOC ADM HEADQTRS AGENCY-WIDE HCA Delegations MOUs CONTRACTING PROCUREMENT BUDGET & FINANCE LEGAL WASHINGTON OPS ARC KSC MAJOR SYSTEMS INTERNATIONAL EXTERNAL RELATIONSFACILITY/CENTER MGT LEADERSHIP DEVELOPMENT DFRC LaRC GRC MSFC JPL SSC JSC GSFC

  16. Brokering the Vision for Space ExplorationThe Business Side of the Journey • Fully integrated business operations • Acquisition strategy • NASA and DoD major systems acquisition tenets • Single Acquisition and Management Plan (SAMP) • Harmonized contract planning and execution • Head of Contracting Activity (HCA) resides in Exploration Systems Associate Administrator • Contract authority, planning and execution (CAPE) primer in work • Operational contracting in Washington, DC and NASA Centers • Program Assessment • Independent cost estimates • Earned Value Management • Budget Formulation and Execution • Financial Management • Information Management and Communication • Legislative liaison • Public outreach • Education

  17. Brokering the Vision for Space ExplorationThe Business Side of the Journey • Acquisition Strategy • Mines “lessons learned” • Demands disciplined and measurable acquisition and program management processes • Aligns portfolio elements as part of “system of systems” • Will need to calibrate capabilities and competencies residing in industry, academia and government • Contract planning and execution • Focus on innovative and responsive approaches to contracting • Strong emphasis on harmonization and prudent standardization of business terms, conditions and processes • Contracting professionals intimately involved in programs and perform as senior business brokers • Key business and contract authorities exercised in Washington DC • Will need to become sophisticated students of private sector markets and motivators

  18. Brokering the Vision for Space ExplorationThe Business Side of the Journey What Are We Doing to Understand and Prepare for a Changing Business Environment? • Open Communication with Industry, Government, Academia and Entrepreneurs • NASA Days • Industry Days • United States and International Events • Education Forums • Alternative Business and Contract Approaches • Requests for Information • Broad Agency Announcements • Competitive Solicitations with “Balanced” Requirements • Contests for Prizes • Small and Disadvantaged Business Entry and Growth Opportunities

  19. Brokering the Vision for Space ExplorationThe Business Side of the Journey What Are We Doing to Understand and Prepare for a Changing Business Environment? • Acquisition and Program Management Initiatives • Evolutionary Path to Space Exploration • Disciplined System Acquisition Process with Repeatable Measures of Schedule, Cost, Performance, Affordability, and Sustainability • Initial and On-Going Assessments of Industry Capabilities and Market Trends • Integrated Program and Financial Management Information System • Business Professional Development • Cross-cutting Teams with Varied Product and Business Experience • Partnership Education with Defense Acquisition University • Specialized Courses on Private Sector Markets, Business Development, and Operations • Executive and Leadership Development Programs

  20. Office of Exploration Systems FROM A MISSION EXECUTION AND BUSINESS PERSPECTIVE … We’re not where we want to be, We’re not where we’re going to be, BUT we’re certainly not where we were yesterday. M.L. King Jr., Jan ‘68