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Benedict.robert

This document discusses NASA's new governance model for IT programs and projects subject to NPR 7120.7. It outlines how the agency moved from a single program/project management NPR to separate NPRs for space flight, IT/infrastructure, and research/technology. The new model establishes an Agency IT Program Management Board and Center-level IT Project Management Boards to provide oversight of programs and projects. The boards help ensure investments stay on track and address issues early. As the model matures, oversight will expand to include more projects while coordinating consistent approaches between the Agency and Center boards.

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NASA IT Programs and Projects: A New Governance Model Robert Benedict NASA Office of the CIO robert.j.benedict@nasa.gov
Topics • First things first: what this talk is about • Where we came from • How we got here • Where we are • Where we are going 2
First Things First: What This Talk is About • This presentation is about how NASA has put in place a new governance model for IT programs and projects subject to NPR 7120.7, Information Technology and Institutional Infrastructure Program and Project Management Requirements – More later about this NPR and what is in and out of scope! 3
Where We Came From • In the beginning, all types of NASA programs and projects were subject to one NPD and one NPR Program/Project NPD 7120.4 Management NASA Program and Project Management NPR 7120.5 Processes and Requirements 4
How We Got Here • In 2006, the Agency began to break out space flight, research/technology, and IT/institutional infrastructure into separate NPRs Program/Project NPD 7120.4 Management NPR 7120.5D NPR 7120.7 NPR 7120.8 Space Flight IT/Institutional Infrastructure Research/Technology 5
How We Got Here • During the process of approving NPR 7120.7, there was extensive discussion with reviewers about the appropriate scope of the IT requirements in the NPR – IT is an important part of virtually all NASA programs and projects – How do we distinguish NPR 7120.7 scope from that of NPR 7120.5D and NPR 7120.8? • Decision: NPR 7120.7 applies to IT that is not Highly-Specialized • Highly Specialized IT: part of, internal to, or embedded in a Mission platform – Not simply explained: definition/examples more than 16 lines long in the NPR • Complicating factor: some projects contain a mix of Highly Specialized and Non-Highly Specialized IT – Office of the CIO and Mission Directorates will work together in these cases to rationalize oversight – Project managers need to understand the project management requirements they need to meet and the governance structure that will oversee their projects 6
Where We Are • The Agency is implementing NPR 7120.7 and, along with it, the new governance structure for IT programs and projects it requires – Scope of the NPR is all programs and those projects with LCC $500K or more • Two levels of governance – Agency IT Program Management Board (PMB) – Center-level IT Project Management Boards (PMBs) • Agency IT PMB oversees – All IT programs as delegated by the Agency Operations Management Council (OMC) – IT projects with Development/Maintenance/Enhancement costs of $1M or more – Projects with high impact/visibility/risk • Center-level IT PMBs oversee remaining projects subject to NPR 7120.7 and others as they deem necessary – Centers are recognizing need for project management disciplines for even very small projects, e.g., ($200K) 7
Where We Are Agency OMC IT Strategy & Investment Board IT Program IT Management Management Board Board IT Processes The IT PMB works to ensure that investments approved by the IT Strategy and Investment Board stay on track 8
Where We Are • Agency IT PMB Membership – Chaired by Deputy CIO (NASA CIO is Decision Authority) – 2 representatives from Mission Directorates – 2 representatives from Centers (not from Center CIO organization) – 1 representative from Office of Chief Engineer – 1 representative from IT Management Board – 1 representative (ex officio) from OCIO Policy and Investment Management Division • Meets monthly or more often as needed by programs/projects • Responsibilities – Makes recommendation to Decision Authority at Key Decision Points (KDPs) on programs/projects moving to next life cycle phase – Reviews program/project status on a rotating quarterly basis to ensure progress/help resolve issues; also furnished with monthly summary status 9
Where We Are • The Agency IT PMB today oversees these programs and projects – Information Technology Infrastructure Integration Program (I3P) – IT Security Program – Aircraft Management Module (AMM) – Electronic Health Record System (EHRS) – eTravel – Human Capital Information Environment (HCIE) – NASA Consolidated Active Directory (NCAD) – NASA’s Operational Messaging and Directory (NOMAD) – Security Operations Center (SOC) 10
Where We Are • Center IT PMBs – Virtually all the Centers have stood up IT PMBs to oversee their IT projects – Membership and reporting structure vary from Center to Center and reflect how the Centers believe their IT projects should be overseen – We expect some changes in how the Center IT PMBs operate as Centers gain more experience with the new governance structure • Center IT PMB Working Group – Promotes sharing of information in support of oversight of IT programs and projects performed by Agency level and Center level IT PMBs. – Promotes the success of NASA IT programs and projects by collaborating to share information concerning the Project Management Office (PMO)/project management support provided by the Agency and Center Offices of the CIO (OCIO) 11
Where We Are • Benefits of New IT Governance Structure – Projects feel more accountable at both the Agency and Center levels: more attention to project management disciplines leading, we hope, to better outcomes – Program/project issues addressed early in the life cycle – Agency IT PMB members are strong advocates for the projects • Mission Directorates and Centers have been generous in providing members who are highly experienced in program/project management and have a positive attitude • There is special emphasis on risk management and ensuring that projects recognize and deal with significant risks • Members look for ways to help the projects -- real emphasis on helping the project manager: they do not operate in “gotcha” mode 12
Where We Are Going • Both Agency and Center IT PMBs need to expand the number of projects they oversee and mature their processes – New Agency-level projects will be spawned by the I3P program, for example, as IT infrastructure consolidations/improvements proceed – Especially at Agency level, work with Mission Directorates to address situations where projects contain a mix of Highly Specialized and Non- Highly Specialized IT – Centers have generally started conservatively with project oversight and will add more projects as they gain experience – Need to improve how Non-Advocacy Reviews (NARs) are planned/conducted; work on an approach analogous to the mission side’s Standing Review Board; and, improve templates for program/project KDP briefings • Better coordinate Agency and Center IT PMB oversight to ensure consistent approaches to governance and messages to projects 13
Questions? 14