Welcome to the Johnson Space Center

Communications, Outreach, Multimedia, and Information Technology (COMIT)

Industry Day

March 24, 2014Gilruth Center – Alamo Ballroom

9:00 am 1

Welcome to the Communications, Outreach, Multimedia, and Information

Technology (COMIT) Industry Day

Steven D. Fletcher Contracting Officer

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AgendaSpeaker Subject

Steven D. FletcherContracting Officer

Welcome to Industry Day/Introductions

Debra L. Johnson, Director Office of Procurement

Welcome

Deborah A. Conder, Deputy DirectorExternal Relations OfficeAnnette Moore, DirectorInformation Resources Directorate

Organizational Overviews

Steven D. FletcherContracting Officer

Current Contract Overview

Tondra Allen, ChairProcurement Development Team

Technical Overview (Current Contract) / Philosophy and Approach to RFP

Steven D. FletcherContracting Officer

Procurement Schedule and Question/Answer

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Disclaimer• These slides are for information and planning

purposes only. No solicitation exists at this time.

• This presentation shall not be construed as a commitment by the Government or as a comprehensive description of any future requirements.

• If a solicitation is released, it will be synopsized in the FedBizOps website and on the NASA Acquisition Internet Service.

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• Promote competition on the proposed acquisition.

• Develop industry understanding of the Government’s current vision and objectives.

• Provide industry with the opportunity to meet with the Government early enough in the procurement process to provide input into the COMIT procurement strategy.

• Encourage offerors to submit questions and comments electronically via the COMIT website or in person during Industry Day. The Government will respond officially to all questions submitted by posting them to NAIS and the COMIT procurement websites.

Goals of Industry Day

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Responses to Questions• Verbal questions will be answered during

Industry Day. Responses to verbal questions will not be considered official. The Government expects that verbal questions received from Industry will be followed up in writing.

• Questions submitted electronically and in writing will be answered and posted to the procurement website and will be considered official responses. If a difference exists between verbal and written responses to questions, the written responses shall govern.

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One-on-One Session• Firm 30-minute schedule with precise start/stop

times

• Check in with NASA representative

• NASA Participants

• Contracting Officer

• Procurement Development Team Chair

• Technical Representatives

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Welcome

Debra Johnson, Director Office of Procurement

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JSC 2.0

Deborah A. Conder, Deputy Director

External Relations Office

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JSC 2.0

The purpose of JSC 2.0 is to:

Advance human spaceflightby being lean, agile andadaptive to change.

Only by doing that, will we make possible future exploration missions leading to a mission to Mars. And possible, not just because we solve many exciting technical and operational challenges, but because we figured out how to do it in a way that::

• Fits a budget that the Administration and Congress are willing to provide,• Makes best use of every person we have,• Leads to smart decisions about roles for commercial and international

partners, and, • Engages the public.

JSC 2.0 -- ERO 2.0 -- IRD 2.0All of the aforementioned translate into a “new way of thinking and doing business” that extends to the focus of the COMIT contract:

• Innovation with the goal of increasing efficiency and cost effectiveness

• Business agility – being adaptive to change and working with our customers to focus efforts where needs are greatest (even as those needs evolve and change)

• Green initiatives – in technology and products we use, and the processes we employ

• Emphasis on innovative ways to fulfill requirements – becoming “lean and agile”; no longer having a “standing army” that the Government cannot afford to maintain

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ERO Vision and Objectives

Deborah A. Conder, Deputy Director

External Relations Office

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ERO MissionMission

• The JSC External Relations Office (ERO) strives to create a positive image of NASA and JSC, engaging and building productive partnerships with individuals and organizations, communicating both internally and externally the NASA message. ERO encompasses NASA’s dealing with the general public, as well as reporters, educators, legislators and dignitaries, and the internal JSC family.

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ERO Functional Areas Public Affairs Media Relations Multimedia projects Social Media & Internet Operations Mission Support/In-Flight Events Astronaut Media Media Metrics, Resources & Training Emergency Operations FOIA Media Resource Center

Client Services•Volunteers for Community Outreach Programs (VCORPS)•Speakers Bureau•Executive Speech Preparation•Space Flight Awareness•Program Events Planning/Destination Station•Guest Operations/Protocol/Tours•Internal & Strategic Communications•Exhibits (traveling, production & refurbishment)•Client Web Projects•Community Engagement•Information Services Center

14NOTE: Italicized items are functional areas supported directly by COMIT

Education•JSC Internships, Fellowships & Scholarships•Institutional Engagement•STEM Engagement (e-learning)•Educator Professional Development

Administrative•Legislative Affairs•Integration Management•University Collaboration and Partnership•Strategy Planning

Foundation of All External Relations Work

04/21/23 External Relations Office - ERO 15

Stakeholders

Relevant Message

s

OurGoals

Stakeholder Actions

Big Hairy Audacious Goal:Everything we do stimulates actions by others to advance human space exploration.

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JSC VISIONJSC VISION Lead a global enterprise in human space exploration that is sustainable, affordable, Lead a global enterprise in human space exploration that is sustainable, affordable, and benefits all humankindand benefits all humankind

JSC MISSION JSC MISSION Provide and apply the preeminent capabilities to develop, operate, and integrate human Provide and apply the preeminent capabilities to develop, operate, and integrate human exploration missions spanning commercial, academic, international, and US government exploration missions spanning commercial, academic, international, and US government partnerspartners

Exploit the ISS as a cornerstone of human exploration

Enable commercialization of LEO

Extend human exploration beyond LEO

Leverage ISS experience to lead international community participation

Guide development of Global Exploration Roadmap

Champion international participation in the development of exploration capabilities

Lead through innovative technical and business management practices

Lead by Fully engaging the human spaceflight team

Intertwine JSC in mutually beneficial partnerships

Inform, educate and engage all generations to advance exploration

Strategically communicate JSC’s relevance

http://strategicplan.jsc.nasa.gov/ 16

JSC/ERO Stakeholders

• JSC & Team NASA leaders• Houston Chronicle/TV/radio• Key former

astronauts/leaders• NASA/contractor PR• Pro-active space workers• BAHEP/HTC/GHP

• Space/research orgs.• Business leaders• Bay Area elected Ofc’ls

• Current sp. workers• Active Educators• Active Techies

• Houston tech community• Former sp workers• Bus./service orgs.

• Local Publications• Editorial writers• State elected officials

• NASA/JSC center dir. & staff• Texas Congressional delegation• Texas governor &

administration

• Houston mayor• Houston City Council members• Influential private sector leaders

• Education• Internat’l• Gen-X/Y

• Houston• Texas• Business

• Women• Energy• Environm’

t

DecisionMakers

NOTE: Our strategy isn’t to mobilize people to directly contact Congress or promote specific legislation.17

Relevant Messages

04/21/23 External Relations Office - ERO 18

Messages relate benefits of space exploration to interests, needs of

stakeholders

Relevancy of space exploration encourages actions by stakeholders

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Organizeactions

by others

Targeted Stakeholders and Potential Actions

• Connect w/opinion leaders• Formally speak about space• Champion human sp. exploration

• Create something• Take part in space activities• Join a space-related org

• Set up an email dist. list• Speak up in public setting• Seek entry job in space

• Actively learn more• Social media post• Attend space events

• Develop STEM knowledge• Tell others about space• Read space website/blog

• Write letters to editor• Active in space/tech group• Work on an issue

• Organize group of space champions

• Start letter to editor campaign• Create space tweet-up

• Start space club at school• Organize space policy

club• Create a launch party

NOTE: Our strategy isn’t to mobilize people to directly contact Congress or promote specific legislation.19

IRD Vision and Objectives

Annette Moore, Director Information Resources

Directorate

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JSC VISIONJSC VISION Lead a global enterprise in human space exploration that is sustainable, affordable, and Lead a global enterprise in human space exploration that is sustainable, affordable, and

benefits all humankindbenefits all humankind

JSC MISSION JSC MISSION Provide and apply the preeminent capabilities to develop, operate, and integrate human Provide and apply the preeminent capabilities to develop, operate, and integrate human exploration missions spanning commercial, academic, international, and US government exploration missions spanning commercial, academic, international, and US government

partnerspartners

Exploit the ISS as a cornerstone of human exploration

Enable commercialization of LEO

Extend human exploration beyond LEO

Leverage ISS experience to lead international community participation

Guide development of Global Exploration Roadmap

Champion international participation in the development of exploration capabilities

Lead through innovative technical and business management practices

Lead by Fully engaging the human spaceflight team

Intertwine JSC in mutually beneficial partnerships

Inform, educate and engage all generations to advance exploration

Strategically communicate JSC’s relevance

http://strategicplan.jsc.nasa.gov/21

IRD Mission and Vision

Mission• Innovative, resourceful, and dedicated to

service – our mission is to enable JSC’s mission through Information Technology (IT) policies, services and products

Vision• To be the preferred provider of Business and

IT solutions that enable and enhance mission success for JSC, NASA, and our partners

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To Achieve this Vision…

1.IRD will create new experiences that frame:• what we practice• how we operate• how we do business

2.IRD must transform our customers’ old experiences into new experiences that are reflective of how we do business

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Our Priorities• People – Our people are cared for, developed,

and highly regarded as the #1 asset of the Directorate and our organization is relevant

• Processes and Systems – We have processes, systems, and tools in place that enable us to be successful in our mission of enabling the mission

• Results – We do what we say we are going to do; we do it in such a way that it speaks to the integrity of our organization; and we do it to a standard that our customers want to continue to engage with us as their preferred provider of choice

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Our ValuesJSC Expected Behaviors (It’s about People)

• Same standards, equitable expectations, one team • This speaks to “Who” we are as an organization and

individuals

Credibility (Requires Processes and Systems)• Infrastructure that enables Governance, Decision-

Making, Outcomes, Quantifiable Measures of Performance, and Methodology of Recovery/Mitigation

• This speaks to “What” we do and “How” we do what we do

Accountability (Results-Driven Outcome) • Everyone is a contributor to the success of IRD and the

mission • This speaks to our “Worth” as an organization

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Translate into the Director’s Vision…

IRDoing a New Thing

•Reinventing ourselves as an organization that specializes in providing the premier customer experience in IT & IM products and services•Analyzing what we do, how we do it, and how we define the customer experience

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IRDoing a New ThingSo what does this mean…• Being Proactive and not reactive – leading; mapping the future

and helping our customers know what the future looks like; being ahead of the game not just in the game!

• Taking Risks and Managing those Risks such that we have a sound business case for why it’s the right thing to do.

• Challenging the norm, Asking the hard questions, and Doing the things that are not so easy to do.

• Delivering an excellent product/service and Standing Behind our product/service.

• Having Accountability• Maintaining Relevancy • Assessing and Measuring how we are doing. • Re-adjusting as required to ensure we not only stay in the game

but ahead of the game.

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Information Resources Directorate (IRD) Overview

• IRD is responsible for maintaining institutional information systems (includes IT and MM infrastructure)

• IRD defines and/or implements, the policies, processes, requirements, and standards that will govern the planning, acquisition, management, security, utilization, and reporting of all IT and associated resources at JSC

• The Director of IRD serves as the JSC Chief Information Officer (CIO), reporting to the Agency CIO at NASA HQ

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Information Resources Directorate (IRD) Overview• IRD responsibilities include:

• Provision of a broad range of IT products and services to the Center including the following: • Institutional computer and telecommunications networks and systems• Institutional IT asset management and tracking• Mission and institutional imagery acquisition, collection, retention and

distribution• Production and distribution of the Center's scientific, technical,

administrative, and historical information in the form of publications and other hardcopy documents, imagery, television, and graphics

• Development and implementation of automated systems for processing, storing, and retrieving research, scientific, technical, and administrative information

• Mission and institutional printing, scanning, and duplication services• Mail distribution• Management of the forms, records, management directives, and

Privacy Act programs

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Information Resources Directorate (IRD) OverviewJSC CIO responsibilities include:

• Establishing and maintaining the Capital Planning and Investment Control (CPIC) processes, architecture, and standards

• Establishing and maintaining the IT security policies and procedures• To maintain the integrity of the IT Security Program at

JSC, we are separating the JSC IT Security Program support functions from the COMIT Contract.

• NOTE: Though offerors may choose to propose on both COMIT and any future Information Technology (IT) Security requirements, the same offeror cannot be awarded both contracts. Additionally, alternate proposals in response to the COMIT Request for Proposal that include IT Security requirements will not be accepted.

• Defining and analyzing IT metrics for the Center

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Information Resources Directorate (IRD) OverviewJSC CIO responsibilities also include:

• Ensuring implementation of Federal and NASA regulations and policies

• Coordinating and approving the JSC responses to externally required IT-related reports, reviews, and audits

• Reviewing implementation of IT throughout JSC for alignment and compliance with the NASA IT Program

• Facilitating the reengineering and continuous improvement of business processes by advocating appropriate utilization of IT

• Center Champion for Agency provided services and initiatives

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IRD Functional Areas• CIO Roles and Agency Support

• Governance• Boards and Working Groups• JSC Postmaster• JSC Printing Officer• JSC Webmaster

• Business Management and Policy• Records Management • IT Policy • Capital Planning & Investment

Control (CPIC)

• End User Services• Customer Support• Customer Relationship

Management• Multimedia Services• Imagery Services• Document and Data Management• Scientific & Technical

Information Center (STIC)

• Applications and Data Systems• Systems Engineering,

Maintenance, & Operations• IT Infrastructure (Servers,

Storage, Cloud Services)• IRD Lab Services• IT Facilities Management• Cloud Services• Source Evaluation Board (SEB) IT

Support

• Project Management• Project Management Policy and

Compliance• Technical Integration• Contract Management

• IT Communications• Networks• Communications

• IT Security32NOTE: Italicized items are functional areas supported directly by COMIT

Major Tenets for IRD*

• Enhance customer experience (maintain our customer focus)

• Increase Efficiency• Manage risk• Reduce waste• Maximize resources• Enhance processes• Avoid unnecessary cost (cost

avoidance)

• Identify and Recommend the “Best Value” IM and IT solutions for the Center and the Agency

• Invest in our most valuable resource – our team

• Extend and enhance our Partnerships, with a focus on our customer• With other JSC organizations• With other NASA Centers & HQ• With other Government

Agencies• With Academia• With Private Sector business

* Tenets not listed in any particular order or priority

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Our Commitment to Customers• Provide a Good Customer Experience from Start to

Finish

• Deliver Timely, Quality Products and Services at a Good Value

• Keep our Commitments to Our Customers

• Continuously Improve our Services and our Service Delivery

• Understand Customer Needs and Provide Solutions that Meet Them

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Procurement Overview

Steven D. Fletcher COMIT Contracting Officer

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Industry Day Overview• The purpose of this Industry Day is to

help industry understand the Government’s existing requirements and vision for the COMIT contract

• Clarifications concerning the way in which we conduct business today will be answered in the Question and Answer period

• A copy of this presentation will be posted on the COMIT website at: http://procurement.jsc.nasa.gov/COMIT/

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Current Contract Overview• Contract Number: NNJ10JA01B• Prime Contractor: DB Consulting Group• Contract Type: Cost Plus Incentive Fee (CPIF)• Period of Performance: Jan. 18, 2011- Jan. 17, 2016

• Skills currently provided on contract include: • Customer Support

• Information Technology

• Communications

• Multimedia

• Education/Training

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• Solicitation Number: NNJ14498840L• NAICS Code and Size Standard

‒ The NAICS Code is 518210‒ The size standard is $30 million

• Period of Performance contemplated is Jan. 18, 2016 - Jan. 17, 2021

• Contract Type(s): Cost Reimbursable w/ IDIQ Component (Anticipated)

Proposed Contract

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Anticipated contract requirements:•partner with our customer community through a well-structured customer service approach •provide accountability and consistent support for end-to-end product and service delivery •streamline product and service delivery from initial concept through product delivery and sustainment through the

• efficient use of existing processes and• sharing, teaming, and utilization of common processes

•enhance commonality in approaches to product and service delivery including standards, tool sets, guidelines, training, and consultation•leverage efficiencies in service delivery and contract management--identifying and prioritizing areas for improvement•operate with agility and flexibility; rapidly respond to unplanned or evolving customer requests •integrate seamlessly with base level agency service contract providers, and •create a shared pool of resources and expertise.

Proposed Contract

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NOTE TO PROSPECTIVE OFFERORS

PROSPECTIVE OFFERORS ARE REMINDED NOT TO CONTACT INCUMBENT PERSONNEL DIRECTLY OR THROUGH ELECTRONIC MEANS DURING DUTY HOURS OR AT THEIR PLACE OF EMPLOYMENT, AS SUCH CONTACTS ARE DISRUPTIVE TO THE PERFORMANCE OF THE CURRENT CONTRACT.

Special Consideration

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Technical Overview (ITAMS) /

Philosophy & Approach to RFP

Tondra Allen PDT Chair

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Technical Overview – ITAMS Currently comprised of 15 task orders covering:

• Contract & Business Management• Resource Management

• Strategic Planning

• Innovation & Quality Support

• Cost Reporting

• Policy / Waiver / Records Management

• Meeting and Board Support

• Policy & Waiver Management

• Customer Support• Support web content

• Helpdesk services for IT services, multimedia operations (video and still imagery), graphics services, financial services, and engineering drawing assistance

• VIP desk-side service

• Limited support for Enterprise (Agency-provided) IT services

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Technical Overview – ITAMS

• Information Technology• Application, web, and mobile development and maintenance• Infrastructure support (Servers, Storage, and Cloud Services support)• IRD Lab Management & support• Multimedia IT systems• Data Repository management• Database Administration• Network Monitoring and Reporting• IT Security & Incident Management• Architecture Design, Development, Implementation

• Information Management• History & Archival Services• Records Management

• Multimedia• Mission imagery & video processing and cataloguing• Institutional (non-mission) imagery & video processing and cataloguing• Imagery Acquisition (Photography / Videography)• Television systems support (includes live mission television)• Multimedia Engineering and Maintenance of multimedia equipment• Conference Multimedia Room Design and Implementation

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Technical Overview – ITAMS

• Internal/External Event Support (includes meeting presentation & support)

• Data and Document Management

• Science & Technology Information Center (STIC) Services

• Data Repositories (imagery, document, and drawing based)

• Specialized Communications & Outreach Services (External Relations)

• Public Affairs Multimedia Services

• Television Production

• Media Briefings

• In-Flight Events

• Audio Program Control, Recording and Products

• Mission Commentary, Live Interviews and Appearances

• Video and Multimedia Production

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Technical Overview – ITAMS

• Community and External Relations, Information and Communications

• Exhibits, Traveling Exhibits, Outreach Campaigns, and Events

• Protocol and Guest Operations

• Artifact and Exhibits Management/Maintenance/Refurbishment

• Speakers Bureau and Employee Volunteers

• Internal/External/Strategic Communications

• Internet Content Operations/Social Media

• General Media Support & Media Technical Assistance

• Still and Motion Imagery Distribution

• Education Office Support

• e-Learning

• Education Outreach

• Program Support

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Technical Overview – ITAMS • Contract provides services for all JSC Organizations in varying

capacities• Requirements vary from year to year

• Task Orders organized by WBS element• NOTE: This is anticipated to change for the COMIT acquisition; Task

Orders may be organized by Organizations (across WBS elements)

• Work is performed in various buildings, both on- and off-site

• Work is performed at Ellington Field, Sonny Carter Training Center (multimedia only), Space Center Houston (exhibits maintenance only) and White Sands Test Facility – Las Cruces, NM• Not all services are provided at these locations; products and services

vary by task order

• Any travel required in support of the work will be outlined by task order

• Contractor manages their own work as well as assists (and sometimes leads) the organization/provision of services on behalf of IRD and ERO.

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Philosophy and Approach to Developing the COMIT RFP

• Our vision for the COMIT contract is a flexible, lean, agile contract that enables us to meet evolving IT, IM and External Relations requirements

• These charts – when coupled with the requirements outlined in the SOW – are designed to give offerors insight into the priorities and mission of the ERO and IRD organizations and provide the foundation for the work to be performed.

• Striving for Change• JSC 2.0/ERO 2.0/IRD 2.0• Emphasis on Efficiency• IT Security has been removed to avoid conflicts of interest (execution and

ensuring the integrity of the overall IT Security Program vs. managing and ensuring the IT Security and integrity of the contractually provided services)

• Emphasis on an Integrated Service Management approach • Make it easy for our customers to request (and track the provision of) the services we

provide• Emphasis on Customer Relationship Management• Fostering innovation and agility

• Striving to enable offerors the ability to propose execution of the work as creatively as possible

• Encouraging creative approaches to meeting surge demands for resources• Organization of the SOW is not synonymous with a Work-Breakdown-

Structure (WBS) or organizational structure

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Philosophy and Approach to Developing the COMIT RFP

Striving for Change• Refining requirements for cost reporting:

• With a goal of minimizing the Government’s role in data manipulation to produce organizational cost reports.

• The requirement to report via 533 Cost Reporting is maintained.• Emphasizing accurate cost estimations to ensure accurate budget

planning (cost underruns should reflect true efficiencies).

• Business and technical integration requirements across contractual areas have been added to ensure seamless management and provision of services.

• Trying to align requirements in the SOW and maintain flexibility in the COMIT contract to adapt to evolving ERO, IRD, JSC and Agency CIO requirements, objectives and reporting.

• Refining DRDs and metrics/measures to better evaluate reliability, efficiency and the quality of our products and services.

• Emphasizing Systems Engineering, Maintenance, and Operations regardless of platform or type (e.g. Software Systems, Hardware Systems, Multimedia Systems).

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Procurement Schedule and Q&A

Steven D. FletcherCOMIT Contracting Officer

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Procurement Schedule• The Government does intend to issue a Draft

Request For Proposal (RFP) • Tentative Schedule

• Draft RFP: July 2014• Final RFP: September 2014• Contract Award: September 2015• Contract Start: January 18, 2016

• Following the release of the Draft RFP, Industry will have an opportunity to submit questions in writing so that the Government may officially respond

• A more detailed procurement schedule will be posted to the procurement website as soon as it is available

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HOW TO GET CONNECTED

• COMIT Acquisition Information Links http://procurement.jsc.nasa.gov/COMIT/

• NASA/JSC Business Opportunities Home PageSet up your user profilehttp://prod.nais.nasa.gov/cgi-bin/eps/bizops.cgi?gr=D&pin=73

• NASA Acquisition Internet Service (NAIS)http://procurement.nasa.gov

• JSC Procurement Websitehttp://procurement.jsc.nasa.gov/

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HOW TO GET CONNECTED

• Industry Assistance – Bldg. 1, Suite 453

• Charles T. Williams Senior Small Business Specialist (281) 483-5933

• Kelly Rubio Small Business

Specialist (281) 244-7890

• Main Number (281) 483-4512

• Email: jsc-industry- assistance@mail.nasa.gov

• Address: NASA Johnson Space Center Industry Assistance Office Mail Code: BA 2101 NASA Parkway Houston, TX 77058

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Thank you for attending!

Visit:

http://procurement.jsc.nasa.gov/COMIT/

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Question and Answer Period

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Backup Information

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Examples of JSC 2.0 in Action• Focused more leadership time for issues and strategy (vs.

status reporting) enabling leaders to make more timely decisions and be more agile in responding to changes in our environment• This philosophy should extend to the COMIT contract – a focus

on issue resolution, strategic development, and innovating for efficiency to enable a contract team that is adaptive to change

• Established the Center Director's Action Team (CDAT) to make recommendations on priorities, focusing on our largest technical organizations• The Directors for both the Information Resources Directorate

(IRD) and the External Relations Office (ERO) are members of the CDAT team, and are working actions from the Center Director in line with this effort. This includes:

• More collaboration and less duplication in areas like information technology and communications (direct impact to the COMIT acquisition)

• Creating efficiencies in the way we track resources (may impact cost reporting for the COMIT Contractor)

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Information Resources Management (IRM) Strategic Plan Overview

Strategic Goal 1

Transform NASA’s IT infrastructure and application services to better meet

evolving stakeholder needs and support mission success.

3-5 Year Objectives

1.1 Ensure a positive end-to-end computing experience for stakeholders.

1.2 Achieve efficiencies in providing IT services, e.g., Data Center Consolidation and Enterprise Service Desk (ESD).

1.3 Empower the mobile workforce (anytime, anywhere, securely).

1.4 Provide enterprise applications that support the Agency’s business and information needs, with new initiatives and enhancements focused on improving business and management practices.

1.5 Enhance mission success by providing efficient and effective access to enterprise information and collaborative functionality.

Strategic Goal 2

Enhance and strengthen IT Security and Cyber security to ensure the

integrity, availability, and confidentiality of NASA’s critical data and IT assets.

3-5 Year Objectives

2.1 Improve NASA’s capability to prevent, or to quickly and effectively respond to, any potential IT security incidents and centrally manage outcomes and the Agency’s response.

2.2 Achieve a risk-based balance between security, system operability, and the user’s experience.

2.3 Nurture a culture of security awareness that improves the accountability of IT resources and “bakes” security into IT solutions and everyday work habits.

2.4 Achieve an integrated and adaptive enterprise security posture by increasing interoperability, visibility, and innovation across NASA’s enterprise security architecture.

Strategic Goal 3

Identify, test, and adopt new information technology that will make NASA’s missions more capable and

affordable.

3-5 Year Objectives

3.1 Develop effective architectural roadmaps for each NASA domain that reflect future mission requirements and provide an effective management tool for identifying and selecting new information technology.

3.2 Expand partnerships with other Government Agencies and commercial partners to identify best practices in the acquisition, development, and maintenance of new IT, particularly in light of the proposed commercialization of space travel.

3.3 Identify innovative information technologies and create active participation opportunities for NASA scientists and engineers to collaborate on missions.

Strategic Goal 4

Provide enterprise resources and processes that foster mission success and allow NASA to attract and retain a

highly performing IT workforce.

3-5 Year Objectives

4.1 Align NASA IT workforce competencies with desired competency levels, and provide career enhancing opportunities and training to all IT employees.

4.2 Utilize innovative methods, including social media, to attract a productive IT workforce focused on efficiently achieving NASA’s IT mission.

4.3 Develop and improve enterprise best practices for governance, shared services, capital planning, IT project management, and performance management.

4.4 Improve two-way communications with our internal and external customers regarding the IT services we provide.

NASA IT Mission: To increase the productivity of scientists, engineers, and mission support personnel by responsively and efficiently delivering reliable,

innovative and secure IT services.

NASA IT Principles: Mission-Enabling, Innovative, Teamwork, Secure, Affordable, Integrated, Effective, Efficient

NASA IT Vision: The NASA IT organization is the very best in government.

1-3 Years 3-5 Years 10+ Years

Agile Workforce - Human Capital adapted/adjusted/has the skills appropriate enough to address our goals/objectives/business/technology demands/demographics/etc.Aggressive and widespread virtualization with integration into Cloud Services. Includes infrastructure landscaping.

Mobility-centric computing and communications (includes virtual desktop implementation) - also includes GPS locator capability for individual safety purposes

Working from Anywhere

Multi-platform software development/acquisition is standard Managed IT Service Model that enables secure environments and data, including non-GFE devices - includes security at the data level

Streamline IT and data security management and monitoring (includes contingency and governance)

Ubiquitous wireless access - includes the completed infrastructure and reducing wired connections

Increased reduction of wired connections Data is properly categorized

Further expanding the utilization and integration of the Taxonomy at the Center and Agency level

Integrate Taxonomy, categorization, data tagging, and digital rights - use IM policies to automate components and support integration

Integrated approach to IM and IT Governance

Develop a plan for seamless access to data (includes streamlining and simplifying authentication)

Integration Plan / Interfaces defined for cross-Center access to NASA data - includes initial implementation of seamless data access

Persistent customer experience

Increased collaboration with Procurement on a comprehensive Procurement Strategy across the Center

Increased implementation of enterprise portfolio management and subsequent acquisition strategy

Only core or essential data center capabilities are kept locally

Contingency Plan in alignment with capabilities Refined contingency requirements and a plan to implement

Federated model for accessing all NASA data across Centers

Center-wide strategic collaboration model Contribute to an Agency-wide strategic collaboration model

Mature Business Technology strategy and plan that aligns IT with overall Business Objectives of the Center (BTM and EA)

Define BYOD approach for JSC Develop an approach and strategy to allow continued access to current and archived information (Data Architecture, Data Modeling, Records Management, Multimedia, Knowledge Capture)

50% deployment of CTS replacement Completion of CTS replacement Develop a customer engagement model plan aligned with BTM Formalized BTM process strategy for the Center

including implementation of the selected customer engagement model.

Improve the overall Security posture for JSC - includes a plan for comprehensive IT Security awareness training, a zoned network

JSC workforce that is trained and competent in the effective secure development and use of Information Technology (IT)

Diversified service delivery model - includes adapted multimedia footprint using COTS solutions for non-mission support activities

Models and criteria for long-term data center capabilities

Define model and approach, begin to implement plan for customer engagement

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