Posted on June 17, 2014 by jortiz.
Every year or so, Charlie Bolden convenes an activity to bring agency senior leadership together (albeit virtually) to share information on current topics and to gather feedback from the participants. I wanted to dedicate this blog to some of the key messages from the recent 2014 Leadership Summit that I think particularly resonate with the IPAO. On leadership, Charlie described what he considers are the 3 most important factors a leader needs to be effective: know your stuff; know your people; and know yourself. I consider that everyone in IPAO is called to exercise leadership either as a review manager by leading one of our important reviews, as programmatic analyst leading a team of analysts performing the integrated programmatic analyses for the review; or as business professional leading a new procurement, etc…, you get the idea. So Charlie’s advice I think is very wise and relevant to us. To be effective, we need to...Read More
Posted on December 18, 2013 by jortiz.
As we gather for our last Director’s Status Review (DSR) of 2013 a look back at our activities and accomplishments this year reveals a year marked with unique challenges and opportunities. Our work plan for 2013 included several very significant “firsts” including the first PDR for the Exploration Systems Development (ESD), the first set of integrated reviews of the Joint Polar Satellite System (JPSS), and several new starts including OSIRIS-Rex, InSight, and SWOT. This year we also worked closely with the Mission Directorates to address those projects that experienced issues such as SGSS and ICESat-2. We closed out the review cycle and had the satisfaction to experience the successful flights of TDRS K, LDCM and MAVEN; all successful projects both technically and programmatically having completed development within the agency cost and schedule commitments. We continued supporting the transition through the lifecycle of several other projects and programs such as Sofia, ISS, RPS, SCAN, Orion, and ESD CP. We also continued supporting the agency by leading assessments outside of the SRB process such as the 2nd panel assessment of JWST. As you can see, the IPAO team continues to be at the very heart of the agency’s most critical work!...Read More
On Enhanced Communication of Review Results
Posted on July 28, 2013 by jortiz.
One of the areas we have had significant discussions within IPAO (and a source of concern and frustration) has dealt with whether the agency’s leadership is getting the full benefit of the SRB’s assessment and analysis, performed during the lifecycle reviews, to understand the full readiness picture of the programs and projects to characterize their technical, cost, schedule, and risk posture going forward. We have devoted many hours to improving our processes and analytical capabilities and have worked very hard to document what we do, resulting in stable operational procedures and standardized templates for our TORs and programmatic products. We continue to work hard to improve the understating of requirements and expectations for the data and analyses needed to support the reviews by conducting proactive and inclusive discussions during dedicated planning sessions, with the programs and projects that resulted in improved readiness of products supporting the SRB activities....Read More
Flexibility is the Name of the Game
Posted on July 6, 2013 by jortiz.
As we assemble for the first Director Status Review (DSR) of 2013 a look at the agenda reveals that IPAO continues to operate in an environment of significant change. While we all know that change is a continuous part of our environment and that it presents challenges as well as great opportunities, it is important to recognize that a key to adapting to change and for taking full advantage of its potential opportunities is flexibility. As we will discuss at DSR, the fiscal situation of the federal government is driving changes that have a direct impact to the way we operate. One manifestation of these changes is the reduction in travel as the federal government is looking for cost savings. These travel reductions are taking affect across the agency and will have an extensive effect in the way we work. As we prioritize our travel to those activities requiring broad levels of interaction, we will need to be flexible in considering alternative ways of interaction within the SRB and with the program/project as we perform the diverse activities necessary to plan and perform our reviews (such as remote participation or a mixture of personnel attending some activities in person and remotely). We have made key investments in IT capabilities in the office (LifeSize, WebEx, Vidyo,..) and have developed proficiency in using these capabilities; let’s take full advantage of them to enable these changes. These flexibilities also extend to interactions amongst each other as we continue to implement our geographically distributed organization. This DSR is a great example of that. The IPAO LifeSize ViTS equipment is now deployed across several centers for us to use, and I strongly encourage you to use it, not only for large meetings such as the DSR or staff meetings, but also for smaller meetings or even for one-on-one meetings (please consider using it in your meetings with me)....Read More
On the Threshold of FY13 – Challenges and Opportunities
Posted on June 27, 2012 by jortiz.
As we gather for Director Status Review (DSR) this September we are at the threshold of the new fiscal year. There is a lot of anticipation as to what the new fiscal year (FY) will bring, so here is a summary from the IPAO perspective. We anticipate having another busy year of review activity in FY13 as shown by our review manifest which was approved last week by the APMC. Review activity will be especially heavy for reviews that establish Agency commitments for several Category 1 projects in human spaceflight development and space science missions. We are also beginning the new FY with new members of IPAO management and with a permanently staffed business management team. These staffing improvements will provide stability to the operation of the organization. While a firm manifest gives us certainty about our work, several areas of uncertainty loom on the horizon. The fiscal situation of the U.S. Government and the corrective measures being considered to improve it could have repercussions for both the work that we are taking on next year, as well as the resources available to execute this work. The electoral cycle could produce changes in leadership and/or priority areas. These areas of uncertainty are completely outside our control but we could (and have) taken prudent steps to mitigate these uncertainties. We have continued to implement the initiatives that resulted from the Value Stream Mapping (VSM) to lean our processes and to get more “bang for the buck.” We had proposed an approach to prioritize our work and have received APMC approval to implement it in case we run into resource shortages during the year....Read More