National Aeronautics and Office of the Chief Technologist · 4. Cybersecurity 2. Big Data Analytics . 2017-2018 Accomplishments •Transitioned Topic 1 •Conducted multiple interagency

National Aeronautics and

Space Administration

Office of the Chief Technologist

An Update to the NASA Advisory Council Technology, Innovation and Engineering Subcommittee

August 27, 2018



Chief Technologist

Douglas Terrier

Deputy (acting) / Chief of Staff

David Steitz

Admin- Darcia Stewart

Center Chief

Technologists

Contractor Support

Elaine Gresham

Carie Mullins

Will Bryan

Tiffani Long

Husna Aziz

Strategic Integration

Al Conde

Agency Leadership

Administrator Bridenstine

Deputy Administrator

Centers Mission

Directorates

NASA

Technology

Executive

Council (NTEC)

Detailee Team

ARMD - Mary Reveley

HEO - Chris Giulietti

SMD - Lisa Callahan

STMD - Ken Wright

Center Support Teams

Ad Hoc

Innovative Initiatives

Vacant

S&T Partnerships

Erica Rodgers

NTEC Working

Group

Our Office



The USAF, NASA, and NRO are aggressively collaborating to find enterprise synergistic S&T solutions to benefit the Nation.

Strategic forum established to identify synergistic efforts

and technologies.

Established in 2015

Focus on key pervasive and game-changing technologies

across government space

3

Science & Technology Partnership Forum

Identified and prioritized S&T collaboration topic areas

Cubesat Prox Ops Demo

Dragonfly

1. Small Satellite Technology

3. In-Space Assembly

4. Cybersecurity

2. Big Data Analytics

2017-2018 Accomplishments

• Transitioned Topic 1

• Conducted multiple interagency technical exchanges on Topics 3 and 4

• Topic 3

– Delivered interagency whitepaper describing value proposition, strategic plan, current investments /planning, & concept summaries

– Defined dictionary of terms, and defined and categorized capability areas

– Performed capability gap analysis to determine interagency partnering recommendations

– Topic 3 Industry Open Forum in Nov 2018

S&T Partnership Goals • Leverage synergies • Influence agency portfolios

S&T Partnership Objectives • Facilitate synergistic collaborations • Strategize technical solutions • Maintain awareness of S&T investments • Identify impediments and formulate solutions

USAF NASA NRO

AFRL

AF SMC

AFOSR

DARPA NOAA

NRL OUSD

Affiliate government partners dependent

on the S&T topic area



Science & Technology Partnership Forum

USAF NASA NRO



Strategic Integration collaborative

working environment

processes and tools

forums

agency working groups

close working relationships

wide ranging studies

To engage all agency stakeholders to create a optimal technology portfolio.

To inform investment decisions based on agency needs, priorities and provide insight on effectiveness and ROI.

To foster discussion and decision-making.

To disseminate information, resolve crosscutting issues and develop policy recommendations relevant to the technology domain.

To inform advisory role of the Administrator.

To inform agency decision makers across the agency.



Strategic Integration: Current Studies

Lessons Learned in Technology

Portfolio Management from Outside

of NASA

Leveraging OGA and Industry

Technology Advances for

NASA Missions

Technology Infusion: Over the Valley of

Death

Review of Advancement

of Critical Technologies

for Human Exploration

Behind the $300 Billion

Global Space Industry

Emerging and Disruptive

Technologies Study



Digital Transformation

Fully leveraging digital technologies to transform NASA’s processes, capabilities and products to maximize mission success.

Enhance

Mission Performance

Enable Data-Centric Insights

and Decisions

Accelerate

Processes

Streamline Operations

Foster Creativity

dt@nasa:~$ current status _

• Assembled team with representatives from OCT, OCIO, Mission Directorates and other offices, and all 10 field centers.

• Initial fact finding identified latest developments in digital technologies and applications.

• Initiating internal assessment to identify ongoing DT efforts and their perceived needs.

• External benchmarking to gather lessons learned in industry, government and academia.

dt@nasa:~$ current status

Assembled team with representatives from OCT, OCIO, Mission Directorates and other offices,

and all 10 field centers.

Initial fact finding identified latest developments in digital technologies and applications.

Initiating internal assessment to identify ongoing DT efforts and their perceived needs.External

benchmarking to gather lessons learned in industry, government and academia.

Assembled team with representatives from OCT, OCIO, Mission Directorates and other offices,

and all 10 field centers.

Initial fact finding identified latest developments in digital technologies and applications.

Initiating internal assessment to identify ongoing DT efforts and their perceived needs.External

benchmarking to gather lessons learned in industry, government and academia.



~5 MT to Surface Lander Capability

Strategic Integration Framework

Mission/

Outcomes

“Why”

Technical Challenges

“What”

Strategy for Development

“How”

Technology Investment

“When”

Fast Transit Deep Space Transportation

Nuclear Propulsion 100 m landing

footprint, challenging terrains like Europa

National policy, agency-level strategic plans or other activities that drive missions. Examples: National Space Council, agency strategic plan, decadal surveys, Exploration Mission



The Innovation Framework

Outcomes

“Why”

Required Characteristics

“What”

Innovation Initiatives

“How”

Innovation Plans

“When”

Customer interaction when possible

Ability to partner

and adoptDiverse workforce, diverse ideas

Path to incorporate new ideas

Freedom and award workforce innovation

Performance to Cost and Schedule

Technical Leadership Fiscal

Efficiency

Innovation Awards

CIF

SAAs

Centennial Challenge

NASA Tournament Lab

NASA @work

Human Health Risk

PPPs

NIAC

Early Career Initiative

NARI

CoECI

Innovational Portal

LaRC Fast Track to Market

Flight Opportunities

OHC Culture Strategy

STMD BIG Ideas

OCE Tech Fellows

Communication share knowledge

Don’t decide too early

Provide Feedback loop for innovative ideas

Definition of what success looks like

Identify and support innovation catalyst

Focus where you are good and differentiated

Identify customer pulls

Teams of unlike minds (innovators, doers, crazy ideas)

Innovation culture essential to achieving agency missions within budget and schedule.



The Innovation Framework

Innovation

Links original ideas throughout the agency to mission objectives

Provides a mechanism to identify and strategically manage the barriers to innovation

Increases communication and knowledge-sharing through best practices, lessons learned, optimization, state-of-the-art assessments, etc.

Leverages existing agency resources

An agile development process involving representatives from stakeholders



An Update on Innovation

Hosted two “Meetings of Experts” through National Academies of Sciences, with a NASA Innovation Ecosystem Workshop planned for late November

Funded ”Innovation Without Boundaries” center seedling projects at each NASA center this year

Inventoried and aligned current agency innovation activities with Innovation FrameworkInnovation



Questions?

Documents

National Aeronautics and Office of the Chief Technologist · 4. Cybersecurity 2. Big Data Analytics . 2017-2018 Accomplishments •Transitioned Topic 1 •Conducted multiple interagency