2012 NASA-JSC Strategic Implementation Plan


“A goal without a plan is just a wish.”
–Larry Elder

Late last week, the leadership team at the NASA Johnson Space Center released the 2012 NASA-JSC Strategic Implementation Plan.  The Plan ties to the Agency-level strategic plan released last year and focuses on JSC’s strength: leading human space exploration.  In the coming weeks we’ll be discussing internally how our respective organizations will work to reach those goals.

The last piece is for each of us to examine our respective roles in implementing this plan.  So, to that end, I’m going to do a very public examination of my current role at NASA-JSC and how it fits into the Plan, for the whole world to see.  (Well, at least that tiny sliver of the world that reads this blog.)  First, the Plan:

 

2012 NASA-JSC Strategic Implementation Plan

Vision – Declaration of our future:

JSC leads a global enterprise in human space exploration that is sustainable, affordable, and benefits all humankind.

Mission – Our value proposition:

JSC provides and applies the preeminent capabilities to develop, operate, and integrate human exploration missions spanning commercial, academic, international, and US government partners.

Goals – Overarching targets to achieve our mission and vision

1. Lead Human Exploration

2. Lead Internationally

3. Excel in Leadership, Management, and Innovation

4. Expand Relevance to Life on Earth

Goal #1: Lead Human Exploration

Strategy 1.1 Exploit the ISS as a cornerstone of human exploration

Success Factors:

•            Ensure utilization of ISS as a premier scientific research laboratory

•            Promote ISS as an exploration technology development test bed

•            Safely operate ISS through at least 2020 as a cornerstone of LEO operations

Strategy 1.2 Enable the commercialization of LEO

Success Factors:

•            Enable the success of commercial partners by providing technical expertise, ISS domain knowledge, facility usage, and serving as a key customer for services

•            Support the development of additional commercial opportunities in space such as satellite servicing, orbital debris removal, expanded access, and R&D platforms

Strategy 1.3 Extend human exploration beyond LEO

Success Factors:

•            Lead development of space exploration systems and vehicles by applying our unique capabilities

•            Expand and apply mission planning and operation expertise beyond LEO

•            Understand and mitigate human health and performance risks to enable extended exploration beyond LEO

•            Lead maturation of human exploration technologies

•            Support development of human rated launch systems

•            Develop knowledge of exploration destinations to enable future missions of discovery

Goal #2: Lead Internationally

Strategy 2.1 Leverage ISS experience to lead international community participation in human space exploration

Success Factors:

•            Expand existing relationships to formulate exploration concepts

•            Promote international utilization of ISS as an exploration technology test bed

Strategy 2.2 Guide development of Agency Global Exploration Roadmap

Success Factors:

•            Apply unique JSC international experience to Agency global exploration roadmap effort

•            Lead definition of key interfaces and protocols

•            Define key architecture concepts and elements

Strategy 2.3 Champion international participation in the development of exploration capabilities

Success Factors:

•            Pursue international collaborations on exploration technologies development

•            Pursue mutually beneficial international contributions to exploration mission

Goal #3: Excel in Leadership, Management, and Innovation

Strategy 3.1 Lead through innovative technical and business management practices

Success Factors:

•            Aggressively pursue innovative technical and business approaches that drive affordability, sustainability, and accountability

•            Develop a customer-focused approach, streamlining policies, processes, and requirements such as agreements, pricing, and intellectual property to meet internal/external stakeholder needs

•            Promote the development of business acumen and situational awareness

•            Develop and implement an investment plan that provides critical capabilities while reducing infrastructure costs and meeting green technology goals

•            Emphasize life-cycle affordability and risk-informed decision processes in Program / Project management

Strategy 3.2 Lead by fully engaging the human spaceflight team

Success Factors:

•            Attract creative and talented individuals by creating an environment that is open minded and values different perspectives

•            Retain and cultivate critical skills that align with goals and business practices

•            Partner with other NASA centers, government, academia, industry and international community to achieve human spaceflight goals

Goal #4: Expand Relevance to Life on Earth

Strategy 4.1 Intertwine JSC in mutually beneficial partnerships to maximize economic and societal impact

Success Factors:

•            Expand collaborative development with other centers, agencies, industries, international partners, and academia, particularly in the areas of Aerospace, Medicine, Energy, and Transportation

•            Maximize technology transfer to, and technology solutions from, commercial applications for economic benefit

•            Collaborate with academia and research institutions and utilize open sources for development of multi-use technologies, and promote two-way exchange of knowledge

•            Engage intermediaries to enable utilization of facilities and expertise, and foster collaborative development with external entities

Strategy 4.2 Inform, educate and engage all generations to advance human space exploration

Success Factors:

•            Engage the public, stakeholders, and media to participate in our missions by increasing access to accomplishments and activities

•            Deliver compelling information, programs, and activities for students and teachers that promote STEM education

•            Target products and outreach efforts in ways that reach key audiences and stakeholders such as using social media and other advanced bi-lateral information technology

Strategy 4.3 Strategically communicate JSC’s relevance in terms meaningful to our stakeholders

Success Factors:

•            Develop a compelling narrative of JSC’s relevance in economic and societal terms

•            Enable all JSC team members to be ambassadors communicating JSC messages

•            Ensure communication activities support all four JSC goals

Where do I fit in?

My primary work is leading strategies for how we acquire the goods and services needed for human spaceflight in the areas of Mission Control, astronaut training, mission planning systems, and the teams of supporting contractor personnel needed to execute the work.  I’m very much driven by strategy 3.1, Lead through innovative technical and business management practices, by aggressively pursuing business approaches that drive affordability, sustainability, and accountability, and by pursuing approaches that provide critical capabilities while reducing infrastructure costs.  I’m also driven by strategy 3.2, Lead by fully engaging the human spaceflight team, since I seek to attract creative and talented individuals to my teams by creating an environment that is open minded and values different perspectives.  Finally, I’m driven by strategy 4.1, Intertwine JSC in mutually beneficial partnerships to maximize economic and societal impact, which happens to be a key objective in each of the strategies I’ve led recently; I believe firmly in the concepts of bringing the best the commercial sector has to offer, even if it challenges conventional wisdom and the status quo.

All of the above work is in support of Goal #1, Lead Human Exploration.  Finally, I see this blog as being an informal avenue towards supporting strategy 4.2, Inform, educate and engage all generations to advance human space exploration, and strategy 4.3, Strategically communicate JSC’s relevance in terms meaningful to our stakeholders.  By sharing my experiences in building and leading high performance teams in the context of human spaceflight. I hope I’m sharing a light on what it’s like to work inside a large Government bureaucracy that is seeking to respond to its environment.  Additionally, I see the potential indirect benefits of engaging you, the reading public, on matters of direct interest to me in human spaceflight, so that we both might benefit.

Text (except quote) Copyright © 2012 Joe Williams
Photo credit: iStockphoto/courtneyk

About these ads

One thought on “2012 NASA-JSC Strategic Implementation Plan

  1. I was just down in Houston over the New Years’ and really wish I had more time there at JSC than just to do the regular tourist stuff — But the Saturn V…wow!

    I have learned about a couple of JSC technologies which I think are particularly exciting relative to sustainable and commercial approaches. Both seem to be in the constellation of Project M. In my view, a teleoperated Robonaut 2 could be especially useful in setting up and conducting limited repairs (e.g. replacing parts with spares) and so assisting telerobotic mining equipment. Secondly is the lander which they are developing with commercial assistance. Technologies along these lines could provide an inexpensive path to providing in-space water which could be cracked at an L1 depot as needed thereby beginning to permanently open up the solar system.

Leave a Reply

Fill in your details below or click an icon to log in:

WordPress.com Logo

You are commenting using your WordPress.com account. Log Out / Change )

Twitter picture

You are commenting using your Twitter account. Log Out / Change )

Facebook photo

You are commenting using your Facebook account. Log Out / Change )

Google+ photo

You are commenting using your Google+ account. Log Out / Change )

Connecting to %s