Surveillance Planning Team

Initial Team Meeting

January 9-10

NASA Headquarters

Team IntroductionRevision A

Tom Whitmeyer - OSMAJeff Cullen - Procurement

Team Leads

Purpose of team

• To improve probability of mission success for NASA projects by improving top-level Agency guidance for risk-based, functionally integrated, contract surveillance.• All types of contracts• All types of surveillance

Team Products: NPD NPG Practical examples

Team Products: NPD NPG Practical examples

Expectations for the next two days:Expectations for the next two days:

Key objectives: Key objectives: Define purpose of teamDefine purpose of team Define “scope” of teamDefine “scope” of team Determine products of teamDetermine products of team Establish team approach/methodology Establish team approach/methodology Specify Team CommitmentSpecify Team Commitment Define Role of government surveillance Define Role of government surveillance Define “framework” of surveillance Define “framework” of surveillance Decide on the next steps (next 3 months)Decide on the next steps (next 3 months)

Surveillance as a method to Surveillance as a method to improve likelihood of mission improve likelihood of mission successsuccess

Key objectives:Key objectives: Integrate Surveillance ApproachIntegrate Surveillance Approach Improve Utilization of Surveillance Improve Utilization of Surveillance

ResourcesResources Define & Analyze RisksDefine & Analyze Risks Communicate Lessons LearnedCommunicate Lessons Learned Improve ProcessesImprove Processes

Agenda

Tuesday8:30 - 9:00 Team Member Introduction9:00 - 9:15 Introduction by Jim Loyd, Director of Safety and Risk Management (safety/risk

responsibility of the Government)9:15 - 9:30 Introduction by Michael Greenfield, Associate Administrator for the Office of Safety and

Mission Assurance (role of surveillance in risk management)9:30 - 9:45 Introduction by Scott Thompson, Director of Headquarters Procurement Contract

Management Division (contract surveillance responsibly of the Government)9:45 - 10:30 Detailed description of the Team Charter (PBC report action, NIAT action), Objectives,

Commitment10:30 -10:45 Break10:45 -12:00 Definition of surveillance, role of the government in contract management 12:00 -12:30 Lunch12:30 -2:30 Functional areas that participate in surveillance (key players, what do they do)2:30 - 4:30 Functional area break down continued

Wednesday

8:30 - 9:00 Recap9:00 - 9:45 MSFC discussion on surveillance9:45 -10:30 JSC discussion on surveillance10:30 -11:15 Procurement discussion on surveillance11:15 -12:00 NASA Code Q discussion on surveillance (PBMA)12:00 -12:30 Lunch12:30 - 1:30 Chef Engineer's discussion on surveillance 1:30 - 2:30 Other functional area discussion2:30 - 3:00 Recap3:00 - 3:30 Keith Hudkins (chief engineers office)3:30 - 4:30 Conclusions, follow on assignments, next meeting

Background (PBC Report)

• July 1999, Administrator tasked the AA for Procurement to assess how the Agency could improve implementation of Performance Based Contracting (PBC)

• June, 2000 the PBC Team released their report.

A Significant Finding: Many NASA Centers have not developed or implement contract surveillance plans. This may be due to the lack of Agency guidance for the development of meaningful surveillance planning.

A Significant Finding: Many NASA Centers have not developed or implement contract surveillance plans. This may be due to the lack of Agency guidance for the development of meaningful surveillance planning.

Background (NIAT)

• October 20, NASA Integrated Action Team (NIAT) Report, Enhancing Mission Success - A Framework for the Future

NIAT-13 Action Summary: Ensure that programs and projects receive adequate surveillance based on risk knowledge and that there is ample opportunity for the communication of issues and concerns.

NIAT-13 Action Summary: Ensure that programs and projects receive adequate surveillance based on risk knowledge and that there is ample opportunity for the communication of issues and concerns.

Surveillance Planning Team: Chartered by AA for Procurement and

AA for OSMA, November 2000 Also sponsored by the Office of the

Chief Engineer

Representation:

NASA Centers:• JSC• KSC• MSFC• SSC• ARC• GSFC

NASA Headquarters:• Code Q• Code H• Code M• Code AE• Code S• Code Y

Surveillance Planning Team Formed

Members:• ARC - Dan Bencze (Procurement)• JSC - Jim Nise (Procurement) • JSC - Lee Norbraten (Management Systems Office)• KSC - Larry Tucci (S&MA)• KSC - David Culp (Procurement)• KSC- Terry Smith (Quality)• MSFC - Barry Musick (Engineering) (for Jim Kennedy) • MSFC - Charlie Chesser (S&MA)• SSC - Mike Smiles (S&MA)• GSFC - Mary Clark (EVM)• S - Nancy Porter (Program Office - Space Science)• Y - Tom Magner (Program Office - Earth Science)• M - John Castellano (Program Office - HEDS)• Q - Steve Newman (PBMA)• Q - Tom Whitmeyer (Quality)• H - Jeff Cullen (Procurement)

Surveillance Planning Team Formed

Methodology To Be UsedMethodology To Be Used

Root Cause AnalysisRoot Cause Analysis

Process SurveyProcess Survey

Brainstorming/AnalysisBrainstorming/Analysis

Benchmarking of Best PracticesBenchmarking of Best Practices

• NIAT and PBC findings analyzed to determine underlying contributing factors.

• Team members provide information on surveillance guidance currently in place.

• Team determines objectives of surveillance, and identify methods for improving guidance

• Team validates approach against best-of the best in surveillance activity.

Lack of meaningful guidance for conducting contract surveillance

Existing NASA Policy, Procedural Guidance, and FAR Supplementation inadequate

Need for continuous risk evaluation of contractor performance(not a one-time plan)

“Stove pipe” approach to performing surveillance

Contributing Factors• Lack of common definition• Range of contract mechanisms• Involvement of multiple functional organizations• Differences in approaches across programs and centers• Lack of agency wide training

Root Causes Currently Identified

Team Strategy Plan

Determine Objectives of surveillance Create NASA Policy Direction (NPD)

based on these objectives

Identify Strategic Methods for conducting surveillance based on risk Create NASA Procedural Guidance

(NPG) based on these strategies

Provide Meaningful Guidance on implementation

CHALLENGES:Large/Diverse Contract Base Differences in Contract Management

CHALLENGES:Large/Diverse Contract Base Differences in Contract Management

Define “what” surveillance is

Provide “risk based” options

Utilize Existing Guidance Where Possible:

NPG 7120.5B NPG 8735.2 NASA FAR and Supplement Other (EVM etc)

Methodology

Time Commitment: Meet face to face 4 times One week survey of industry/agencies Approximately 3 week total time

Commitment letter be coordinated with appropriate management

NASA Headquarters:• Code Q• Code H• Code M• Code AE• Code S• Code Y

Planning Team Commitment

Schedule and ProductsSchedule and Products

Initial Meeting

Agency Objectives

Outline for NPD

Draft NPD

One Week

Benchmark Study

Benchmark Report

Draft NPG ForSurveillance

Publish Summary of Guidance Examples

Jan-00 March-00 Jul-00Telecon

1/30/00

Sept-00

Final Report for

Administrator

Recommended Follow On Actions

(Training, Etc.)

MeetingMeeting

1/9/00

Joint Meeting

3/1/00MeetingTelecon