People

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SELDP Network

The SELDP Program Staff consists of the following people. Roles and responsibilities are described below.

Name

Role

Phone
Chris Williams SELDP Program Director 202-358-2146
Kevin Magee Logistics Manager 703-999-0987
Cindy Zook Consultant/Coach 703-281-1723
Diane Brennan Coach 520-797-6645
Alexandra Ross Coach 303-284-3333
Barbara Walton Coach 816-272-5256
June Davis OHCM Financial and Procurement Associate 202-358-0698
Moses Adoko APPEL Curriculum Coordinator/Advisor 202 358-2998

The SELDP Center Advocates are listed below:

Name

Center

Phone
Dave Mayer Ames Research Center 650-604-6804
Stephen Jensen Dryden Flight Research Center 661-276-38414
Marton Forkosh Glenn Research Center 216-433-8791
Donya Douglas-Bradshaw Goddard Space Flight Center 301-286-6406
Roger E. Diehl Jet Propulsion Laboratory 818-354-0226
Linda Bromley Johnson Space Center 281-483-0129
David Kruhm Kennedy Space Center 321-867-6742
Clayton Turner Langley Research Center 757 864-7103
Nelson Parker Marshall Space Flight Center 256-544-2453
Brad Messer Stennis Space Center 228-688-2763

Context Diagram


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Advocate Coordination Diagram


Click image to view SELDP Advocate Coordination Diagram
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Roles and Responsibilities

Role   Responsibilities
NASA Office of the Chief Engineer   The NASA Chief Engineer serves as the NASA Official responsible for guiding and directing the design, development, and implementation of the SELDP. The NASA Chief Engineer also Chairs the SELDP Selection Panel and makes final decisions regarding the number and selection of participants based on available dollars and overall Agency needs.
 
Center Directors of Engineering   Center Directors of Engineering are responsible for nominating high potential candidates for the SELDP and for serving on the Agency-wide SELDP Selection Panel which rates, ranks, interviews and selects participants. Center Directors of Engineering are also be responsible for identifying senior level system engineers to mentor program participants selected from their Center, and for ensuring that the participants are placed in appropriate next level system engineering roles upon returning to their Centers. Center Directors of Engineering are also responsible for providing advice and counsel on the matching of selected participants with available developmental assignments and for appointing a senior systems engineer to serve as the Center's Advocate/Mentor. Engineering Directors also maintain accountability and ownership of the program to ensure its success.
 
SELDP Director   The SELDP Director is responsible for coordinating with key stakeholders in designing and implementing the SELDP, including all experiential, leadership and technical components of the program. The SELDP Director is also responsible for scheduling program activities and managing the approved budget of the SELDP and measuring participant and program success.
 
Center SELDP Advocate/Mentor   The Center Director for Engineering identifies an SELDP Advocate who is responsible for serving as the Home Center Mentor for program participants. Once high-potential participants are selected by the Center Directors of Engineering. Advocates serve on an Agency-wide team responsible for performing an individual gap analysis on each participant and matching participants to the appropriate developmental assignment. After assignments are identified Advocates are responsible for helping the participant connect with their developmental assignment Advocate, supervisor and mentor. Advocates continue to stay engaged with the participants throughout their SELDP year to ensure their developmental plan is being effectively implemented. They are also responsible for assuring that local infrastructural services, such as IT and security, are in place when a participant arrives at their Center. Finally, Advocates provide advice and mentoring to participants, and keep the Center Director of Engineering apprised of the progress of their Center participants.

Characteristics of Mentor/Advocates include:
  • Chief Engineer or Engineering Directorate or Senior Systems Engineer.
  • Experience and ability to practice Systems Engineering on a project.
  • Passion for development.
  • Good people/communication skills.
  • Extensive knowledge of the Center nominees and the Center's proposed developmental assignments.
 
Assignment Mentors   Individuals who thoroughly understand and have had hands-on experience with the technical and leadership development aspects of the developmental assignment are appointed as SELDP Assignment Mentors. Optimally, Assignment Mentors are individuals who have been successful in this position in the past. Mentors share knowledge, experience, and insight and have the ability to effectively teach the technical and leadership skills and abilities needed to ensure the participant’s success. An effective mentor combines competence, experience, and the ability to communicate and listen. He or she provides knowledge, information and advice on his/her experience in that job. The Assignment Mentor may, or may not, be the same person as the SELDP Assignment Supervisor or Center Advocate.
 
Assignment Supervisors   Assignment Supervisors provide guidance and direction on the work to be performed, including program goals, schedules, and administrative processes and procedures. The Assignment Supervisor ensures that the SELDP participant is fully integrated into the organization and is included in meetings and discussions that provide a full understanding of the organization's culture and function, as well as the program or project performed by the SELDP Participant. The Assignment Supervisor challenges the participant and ensures that he/she is given meaningful work and every opportunity to learn and succeed. The Assignment Supervisor quickly intervenes to ensure that the participant learns from his/her mistakes, and to provide additional support and guidance to succeed in the future.
 
SELDP Program Participants   Participants are responsible for:
  • Participating in all SELDP mandatory requirements, including participation in developmental assignments away from their home Center for 6 to 12 months, leadership workshops, and other program activities;
  • Accomplishing the objectives defined in their developmental plan;
  • Meeting with their Advocates, supervisors, mentors, coaches, Engineering Directors and Program Managers on an agreed-upon basis; and
  • Keeping SELDP Program Managers aware of what is going on to make sure assignments and mentoring relationships are supporting their development.
 
Center Systems Engineering Training Program Managers   It is recommended that Managers of Center Systems Engineering Development programs serve as the SELDP focal point for their Centers. Program Managers should be responsible for helping their Engineering Management Board (EMB) member identify high potential systems engineers for the program. Program Managers should also be responsible for supporting the other Center participants placed in assignments at their Center, including arranging for space and equipment prior to the participant's arrival. Once a participant is placed at the Center, the Program Manager should provide on-going support and guidance to the participants by ensuring that their assignment continues to meet their developmental needs and that the developmental and training goals established by the NASA SELDP Advocate/Mentor continue to be accomplished. Program Managers should ensure that the participant's assignments, training, mentoring, and development build and enhance the participant’s understanding, knowledge and ability to become more competent and capable.

In addition to the responsibilities above, Program Managers should work with the SELDP Program Director to ensure continuity between the Center and Agency programs. Center Managers are encouraged to participate in the design of SELDP and provide advice and assistance in establishing policies, procedures, and processes across Center and Agency SE programs.
 
Coaches   Professional coaches are selected by the Program Director to support the ongoing leadership development needs of each participant. Coaching is initiated in the development year and continued through successful transition to the participant's new assignment upon return to their home center. The focus of coaching is to support participants in improving or developing the SE behaviors identified in the SE Behavior Study. Coaches follow NASA guidelines for establishing and managing coaching engagements.
 
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