1. NASA BaselinePerformance Review (BPR)Steven Noneman, NASA HQ Robert Woods, Perot Systems Office of Program Analysis andEvaluationOffice of the Chief Engineer Program Management Challenge, Galveston, TX February 2010 Used with Permission

2. Presentation Purpose Describe NASAs Baseline Performance Review(BPR) to the greater NASA community at PMChallenge 2010. Characterize the BPR objectives, scope, process, andproducts Summarize NASAs technique for monitoring Agencyperformance against its baseline plans 2 3. Contents BPR History BPR Objectives BPR Scope, Participants BPR Process Sample BPR Meeting Agenda Sample BPR Analysis Content Summary3 4. BPR History and Context In the spring of 2006, the Office of the Chief Engineer (OCE) was given the action by theAssociate Administrator to develop a State of the Agency (SoA) process that provides theAgency Project Management Council (APMC) an independent top level view of the status ofthe Agencys programs and projects. The first SoA presentation, to the Agency PMC, was by the Science Mission Directorate(SMD) in August of 2006. The process has matured and continued to meet the objectivesoutlined by the Associate Administrator, the Associate Deputy Administrator, the ChiefEngineer (CE) and the various stakeholders. The SoA evolved to a distinct monthly meetingin December 2007 and was officially entitled the Baseline Performance Review (BPR). The BPR instituted a modified balanced score card stop-light chart process based onmetrics encompassed in a core set of functional area questions and supporting raw data. Participants from the projects, programs, Centers, Mission Directorates (MDs) and MissionSupport Offices respond monthly to each core area question based on provided thresholdsand key metrics for use in internal and external reporting. All Mission Directorates are reporting at the BPR meeting the findings of the independentprocess. 5. BPR Objectives Provide NASA Senior Leadership comprehensive,integrated, and objective information that describes theperformance-to-plan of the Agencys programs,projects, and institutional capabilities. A single place to see the full execution context of the Agency Assure open cross-functional communications amongNASAs organizations to enhance Agency performance. Identify and analyze performance trends and cross-cutting or systemic issues and risks Serve the Agencys decision making Councils as theirexecution arm Within the NASA Governance model, the BPR is distinct fromthe decision-making Strategic Management, ProgramManagement, and Operations Management Councils BPR is action-oriented to improve performance and informAgency decision authorities of issues needing attention. 5 6. BPR Scope and Participants The BPR is co-chaired by the NASA Associate Administrator and theAssociate Deputy Administrator. Membership includes the heads of NASA Staff Offices, MissionDirectorates, Mission Support Offices, and its ten Field Centers. Mission Support functions (e.g., finance, workforce, acquisition,infrastructure, IT, etc.) report monthly and Small Business andDiversity and Equal opportunity report quarterly. Mission Directorates (covering all program areas) report monthly withone (and sometimes 2) highlighted in greater detail. The Office of the Chief Engineer (OCE) leads a team of independentassessors from OCE, Program Analysis and Evaluation (PA&E), andOffice of Safety Mission Assurance that analyze programs andprojects performance. Green/Yellow/Red criteria were established to assess of technical, cost, schedule, and programmatic performance are provided monthly for all Mission Directorates. PA&E provides the BPR Coordinator who manages the review bysetting agendas, tracking actions, and assisting the co-chairs, OCE,and BPR participants.6 7. BPR Detailed Process Flow 3 MD issue charts 1Mission MDsDirectorates GYR rankings for 2 Mission Support projects andOCE sends outOffices programs from the OCE(OCE,notifications to consolidates OSMA, andAssessor Group OCE 3users who answer NASA Centersinput from PA & E) generatesquestionsstakeholders AssessorBPR 1- 5 Group package 4Programs 5TechnicalProjectsX-Cutting, OCEPCA Status reps. for MDs Non- Package Technicalbriefing to X-CuttingCE for3 OCE feedback and approval Action items on BPRPA & E processBPRreps. forOCE Package isPackageMDsProvidesavailable presented Exe. Sum.for Read- at the BPRonlyviewingfrom site 8. Example Outcomes/Results Cross-cutting issues Across missions, faulty material was discovered resulting in a mitigationprocess for the materials use saving time and resources. Organizational communication issues Turned a conflict between projects on thermal protection systems into acollaboration between the major development projects who previouslywere competing for shared resources. Mission support issues Workforce planning resolution was expedited when a project wasconfronted with changes resulting in 500 people at a Centerneeding reassignment because the project was delayed 2 years. Senior leaders as an Execution Board of Directors Leadership asked and Centers provided additional workforce duringtransition to the NASA Support and Services Center because invoiceswere not getting paid on time, which had been costing projects late fees. Mission specific issues Timely communication resulted in a Center director de-conflicting avendors schedule between 2 NASA projects from different Centers. 9. BPR Project Questions O f Mission Directorate fi c e o ProgramProject fGUIDANCE FOR R&T P r QUESTIONSTHRESHOLDS PROGRAMS/ o cPROJECTS u r e m e n t COMMENTSG R* What is the status and level G=Yes or =What is the status of actions from the last50% of actions complete, R