I. PROGRAM OVERVIEW. Organization Name/Program Name: Program Leader Name/ Position/Contact information , Phone

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1 I. PROGRAM OVERVIEW Organization Name/Program Name: Program Leader Name/ Position/Contact information , Phone Program Category Program Background: What is this program all about? (No more than one page). Describe: The overarching need for this program History of the program The product that is created by this program Scope of work original & updated Expected deliverables Current status of the program Ground Systems and Mission Operations (GSMO) Contract at the Goddard Space Flight Center (GSFC) Name of Program Leader: Joseph Williams Phone Number: (301) Postage Address: Honeywell, Goddard Corporate Park, 7515 Mission Drive, Lanham, MD, Other On the GSMO contract, Honeywell Technology Solutions, Inc. (HTSI) provides support for the planning and successful execution of Space Science and Earth Science Mission Operations for the National Aeronautics and Space Administration (NASA) at the Goddard Space Flight Center (GSFC). We perform commanding and controlling of GSFC s fleet of on-orbit missions in a safe and efficient manner returning a high level of science data to further Space and Earth Science discoveries and environmental trending. In addition to operations we develop and maintain the ground and communication systems required to support operations and provide systems engineering support to many organizations at the center. We began this contract with the significant program challenge of transitioning from the previous contract, the Mission Operations and Mission Services (MOMS) contract for which we were the incumbent. Far from being a simple name change, the effort involved a partial restructuring of our organization based on lessons learned from the predecessor contract. Putting our hardware and software engineering and systems engineering workforce into matrix support organizations added flexibility and reduced cost. Since the inception of the contract NASA has increased the scope of work through task order changes to include new mission systems architecture design and other mission engineering support from other contracts. We currently support over 12 active missions and another 5 in development or prelaunch phases. Our value continues to grow and our award fee scores are in the Excellent range. 1

2 II. VALUE CREATION = 20 POINTS Value: What is the value, competitive positioning, advantage, and return created by this program to your: Customers National interests, war fighter Company Strength, bottom line, and shareholders Scientific/technical value (particularly for R&D programs) Excellence and Uniqueness: What makes this program unique? Why should this program be awarded the Program Excellence Award? HTSI provides engineering support to pre-launch missions to prepare them for launch and operations, including critical spacecraft and/or instrument Integration and Test support to the Landsat Data Continuity Mission (LDCM), the Magnetospheric Multi-Scale (MMS) mission, and the Global Precipitation Measurement (GPM) mission. The science data that is returned not only serves the national interest but the global interests of everyone that is affected by the weather, crop yields, climate change, and natural events such as wildfires and volcanic eruptions. Due to a high level of customer satisfaction we have been the incumbent for over a decade providing our company with a consistent and solid base of revenue. Our uniqueness comes from our ability to cover all aspects of both space science and earth science using both very old space based and ground based assets and at the same time work with the latest technology to develop and fly new and future space missions. Our ability to maintain a workforce and a skill set that can do both shows our flexibility, our continuity of process, and our ability to evolve. Our Program deserves the Program Excellence Award because of our unique capabilities, processes, and achievements on GSMO and the predecessor MOMS contract. III. ORGANIZATIONAL PROCESSES/BEST PRACTICES: (HOW DO YOU DO THINGS) = 30 POINTS Strategic: Opportunity Management - Describe how your program has identified its operational and business opportunity, and manages this opportunity throughout the program s life cycle. Strategic: Strategic Supply Chain Integration and Cost The program implemented a Risk and Opportunity (R&O) tracking system on the predecessor MOMS contract and continued the practice under GSMO. In this process, program leaders interact on a weekly basis to capture and discuss all R&Os on a by-task Order (TO) basis. The Task Order Leads (TOL s) capture the lowest level data and report the items to the relevant project manager. The project manager updates an R&O matrix at the end of each week. The updates are assessed and evaluated by the Program Management Office (PMO) at the beginning of each week. This data is also aggregated at the program level and shared with the broader HTSI program group to identify larger opportunities for growth or risk mitigation. Via this process, the program has been especially adept at identifying opportunities for shifting resources from one task, or even program, to another. An aspect of the R&O process is to identify, across the program, customer opportunities that can be addressed using program-wide resources. These opportunities are assessed weekly until they come to fruition or are determined to be non-events. To integrate different phases of the supply chain across multiple sites we developed an Internal Procurement Audit Surveillance System (I-PASS) tool with several capabilities. 2

3 Effectiveness Management: - Describe how your program is integrating its supply chain to assure visibility and adapting long-term cost effectiveness up and down the supply chain. Strategic: Operational Integration and Systems Engineering Describe the challenges faced by your program in terms of integrating the system into its operational environment and its impact on systems engineering planning and management. Operational: Planning, Monitoring, and Controlling - Describe your planning and resource allocation processes. How do you monitor and review your program s progress and make corrections to keep the program on I-PASS drives compliance and standard practices across multiple Purchasing Systems and across multiple sites by providing real time data entry from remote sites, Custom and Ad Hoc report capability, automatic grading of sites and buyers, trend data by site and buyer, and ability to drill down into details. We also make use of an in-house reporting metric tool to monitor on-time Vendor Delivery as well as on-time Purchase Requisition placement. Our Procurement operating system is linked to HTSI s Costpoint Accounting system, which connects to Accounting and PP&C to ensure accurate, timely release, control and reporting of all Procurement requirements. By developing, owning, and maintaining these tools we ensure the long-term effectiveness of our supply chain. GSMO Systems Engineering and Operational Integration projects face several challenges intrinsic in the NASA environment including requirements for minimal or no data loss during system transition so new systems must work properly the first time; requirements for design solutions providing high availability and reduced Mean Time to Restore; and designing systems to support the sizing of operational staffing including integration of automation components when requested. GSMO systems engineering project planning and management addresses the unique challenges in the NASA engineering and operational environment by finding ways to reduce risk to projects including: prototyping and testing of replacement systems in offline or backup equipment areas to verify operability prior to deployment; performing a reverse engineering thorough check of current design architectures and interface descriptions to verify accuracy prior to implementation of replacement systems; performing rigorous data product bit busting and testing using simulators prior to use with on-orbit spacecraft; reducing risk by building new parallel sequence of systems so operability may be upgraded without the risk of a supportability gap; planning for system upgrades during gaps in mission schedules and work freeze periods; and designing/integrating system automation components as requested that may be initially disabled at mission launch when staffing profiles are high, and then enabled by operations teams post launch to reduce team sizes. Each TO is planned using historical and comparable data. GSMO can draw on a wealth of historical data for similar TOs under it and its predecessor contract. Likewise, our teammates and vendors provide us with firm quotes and justifications for any work with which they are involved. Each TO (and the program overall) is monitored monthly, with forecasts continually refined based on actual events. Any variance incurred over 5% is discussed with causes analyzed and communicated back to the customer. This is 3

4 track? How have you worked with your customer to assure Quality and communication without creating non-value reviews and audits that do not fit your program effort? Operational: Supply Chain and Logistics Management -- What processes, tools and relationship-building methods have you used to develop, refine and improve supply chain and stakeholder integration? Please indicate also methods used to analyze/fact-find regarding supplier proposals. This is one of the most imperative needs of our industry please provide specific details and data that assisted you in gauging the effectiveness. Operational: System Integration, Testing & Reviews - Describe the activities and processes used to succeed in your system integration, and testing. How did you conduct system design and technical reviews? What innovations in processes or tools were used to further evolve this capability? done via a monthly Variance Control Board activity comprised of the Program Planning and Control (PP&C) analyst, the TOL, and the Deputy Program Manager, as well as regular weekly meetings between the TOL and the embedded program planning and control analyst. Weekly meetings are held between the GSMO management team and the customer to ensure all business actions, issues, and successes are addressed in real time. Additional meetings are held with the customer Contracting Officer (CO) and Contracting Officer s Technical Representative (COTR), as well as those tailored specifically to project customers needs, are held on a monthly basis to discuss all cost related items. Our Program s Procurement and Subcontracts Organization takes advantage of the Honeywell Operating System (HOS), a comprehensive, integrated business approach, and the tools developed Such as I-PASS. A Pre-Award Audit Checklist was developed to assure each Purchase Order meets government and Honeywell requirements. Utilizing Six Sigma tools, we track trends by buyer, site, dollar threshold, and requirements and to measure levels of success in achieving required performance standards. Audit questions are grouped based on requirements and by dollar thresholds. Our GSMO system integration processes start by working with the customer and focusing on the definition of system Operations Concepts and Requirements, which are used to conduct Design Trade Studies leading to final design. Our Integration Testing methodology tests system capability to verify the successful implementation of all requirements and validate their performance within the higher-level operational goals. GSMO follows formal Systems Engineering processes and groups requirements into functional components, which are then mapped to physical solutions. The SE process then evaluates and compares different solutions by performing trade studies based on numerical analysis of key requirement selection factors. Requirements, Designs, and Systems are presented at formal NASA gatekeeper reviews where independent review boards must approve plans and progress before the project can enter into the next phase of its lifecycle. Our GSMO SE process was further streamlined by using an in-house historical library of previous related trade studies and designs to increase knowledge reuse, decrease analysis time, and reduce cost 4

5 Operational: Risk / Opportunity Management Describe the processes used to identify both risks and opportunity and to assure potential for both is addressed effectively Please indicate any forwardleaning processes to support. Team Leadership: Team Culture and Motivation Describe how you created your team spirit and culture, and accomplished entire team integration and individual team member motivation. Given the economic environment and changes in the global marketplace, how did you assure your team changed swiftly and with agility? Team Leadership: Lessons Learned and Knowledge Management Describe how you collect lessons learned to the customer. An additional innovative GSMO SE process is analyzing and defining the operational view of systems to make sure designs will satisfy customer requirements for operability. The program management team formally tracks all technical, schedule, cost and safety risks in a risk management system. Our risk management processes are documented in our Continuous Risk Management Plan. Risks are identified in many ways, but examples include through assessment, management observations, technical reviews, and the review of our key performance metrics within our HOS reviews. We continually look at problems and issues that were not identified as Risks in an effort to broaden our risk identification process. An example would be the tracking of operational errors and identifying trends among mission teams which then can be targeted for assessment and corrective action. We use our Corrective Action Request system to proactively correct processes and procedures to minimize and mitigate future risk. We view process improvement as the fruit of operational opportunity management. Using Six Sigma assessment tools we can identify better ways of providing project support to the missions. The basis of GSMO s team leadership emanates from our shared vision of a successful GSMO program, the success of our Goddard customer, and our critical role in NASA s continued mission success. We drive this through close coordination and communication among GSMO leadership team members. Program communication is key to ensuring GSMO leadership understands the environment, knows and delivers on customer expectations, and expresses appreciation to employees who deliver the highest levels of satisfaction to those customers. Leadership reaches out regularly to GSMO employees via skip level meetings (both team and individual sessions), newsletters, and a visible presence in the workplace. Program Management also communicates via regular messages to the workforce to promote alignment, share news of accomplishments and respond to topics of interest to employees. In tune with the economic environment, leadership conducts weekly sessions exclusively to review and agree on actions in the pursuit of on-contract growth opportunities to ensure corporate revenue targets are satisfied and employees are provided with career growth opportunities. These sessions also ensure we are satisfying customer needs within budget and with maximum flexibility. Our satellite flight operations engineering professionals conduct weekly Toolbox Exchange Meetings, which are forums designed to facilitate knowledge transfer among Flight Operations Team (FOT) engineers. We conduct monthly meetings with our TOLs to share best practices related to TO proposal development and 5

6 and best practices, and how they are shared with your team and company to improve performance. Also how are you capturing expertise and knowledge to assure availability over the life of the program? Team Leadership: Leadership Development How do you develop team s skills and build future leaders Best (& Next) Practices: Identify your program s specific Best Practices that you believe are unique, and could be shared with others and become industry s Next Practices. processing and to provide training on various business management topics. We employ the HOS to drive real-time, sustained performance in safety, quality, and delivery. A key element of HOS is Tiered Accountability meetings, which we conduct twice a week at the program level to succinctly status our key performance indicator metrics. And to capture and retain knowledge and decrease cycle time in providing training to our satellite flight operations engineers, we have conducted several technical training sessions using the Goddard TV Studio where we recorded training for distribution to our flight teams and posting on our Honeywell Portal. Leadership development occurs through four methods: 1) formal training - HTSI offers leadership development training for supervisors, middle managers, and senior leaders; 2) a quarterly corporate-wide Management Resource Review, where leaders identify employees who display high-potential talent and proactively develop them into future leaders by challenging them with higher level assignments through which they can gain additional breadth/depth in a specific skill area; 3) mentorship relationships for key contributors with senior leaders or other experts; and 4) daily coaching to reinforce leadership skills and establishment of the culture to support the business transformation. Leveraging on the success of a performance tool developed for the predecessor contract, the GSMO team customized and is currently utilizing the GSMO Integrated Reporting System (GIRS) to monitor program performance on a weekly basis (and more frequently if an urgent trigger event arises). This tool allows GSMO leadership to receive prompt and accurate technical and program information to assess program performance and set priorities. Program Performance is assessed against the following categories: Engineering Schedules, Cost, Required Deliverables, Human Resources (HR), Risk Management (RM), Anomalies and Operator Errors, TO Processing, Information Technology (IT) Security, Quality Assurance (QA), Configuration Management (CM), Safety, Training and Subcontractor Performance. Examples of metrics include Corrective Action Requests (CAR) closure time (Quality), document expiration status (CM), Safety Incidents or Near Misses in the previous month (Safety), and compliance with required training (Training). IV. ADAPTING TO COMPLEXITY: (HOW DO YOU DEAL WITH YOUR PROGRAM S UNIQUE COMPLEXITIES) = 20 POINTS Identify the Program s Market Uncertainty level How new is your product to your market Our product is the service of developing and sustaining ground control systems for satellites and spacecraft observatories and assisting in the development and operation of the spacecraft. Each 6

7 and users, based on the definitions below. Then describe how you deal and address this specific uncertainty: Derivative: an improvement of an existing product/system. Platform: a new generation in an existing product line. New to the Market: a product or system adopted from another market New to the World: breakthrough product, never seen before Identify the Program s Technological Uncertainty using the definitions below. Then describe how you deal and address this uncertainty: Low-tech: application of mature, wellestablished technology Medium Technology: existing technology modified to meet new design requirements High-Technology: recently developed new technology Super High- Technology: nonexisting technology that needs to be developed during the program. Identify the level of your System Complexity using the definitions below. Then explain how you are dealing with this level of complexity: An Assembly performing a single function. - A Sub-system fitting combination of a ground system and new spacecraft can be considered a new generation in an existing product line, which defines it as Platform. NASA programs for new spacecraft are competed amongst a few NASA centers driving uncertainty in how much work there will be in our GSFC specific market. To try and keep the market active and drive down the uncertainty, we support and promote the Center and its capabilities to the decision makers at NASA headquarters and in the other agencies which bring needs to NASA. We also partner with GSFC in its strategic activities that will draw the awards to the Center. When the uncertainty causes the level of product need to vary, we use our TO activation and termination process on our Indefinite Delivery Indefinite Quantity (IDIQ) contract to increase and decrease the scope of work and support required. Our Program s technology uncertainty level is Medium Technology. Each new mission usually requires the development of a new control center. Existing technologies are used for the interface computers, terminals, and servers. Modifications are made to existing software systems for tracking and trend plotting of the spacecraft, new ways of timeline management are developed, and the monitoring systems are modified to become more self-monitoring. For new missions special test equipment will be designed and created but the basis is existing technology packaged uniquely and sometimes combined with custom software. The uncertainty comes from evolving requirements as the spacecraft develops and our ability to maintain schedules while incorporating the changes. This is dealt with by maintaining a very close relationship with the customer, our vendors, and the requirements themselves. It is also addressed by aggressive campaign styled support provided by our teams. When new requirements appear and the spacecraft development milestones and subsequent launch cannot move we apply program resources such as overtime, cross-trained resources, and additional equipment as applicable. Both the individual missions we support and our overall support of the Program can be seen as an Array a system of systems. Each individual spacecraft is supported by an array of command and control systems, uplink and downlink antennas, space communication networks, and the spacecraft itself, which is composed of the craft and many highly complicated instruments that support the mission. Layered up and over this physical array are myriad teams providing flight dynamics analysis, on-board system management using complex flight procedures and 7

8 within a larger system. - A System a collection of subsystems performing multiple functions. - An Array a System of Systems ; a widely dispersed collection of systems serving a common mission. Identify the Pace and Urgency of your team s effort using the definitions below. Then describe how you deal with the program s pace requirements: Regular timing: no specific time pressures. Fast/Competitive: time to market is important for competitiveness. Time Critical: there is an absolute and critical-to-success deadline. Blitz: there is a crisis element driving the need for immediate response Other Complexities and Uncertainties: Describe other complexities and unknown factors faced by this program and how you addressed them. commanding, scheduling processes, and technical support of the physical array. We deal with this array by using very structured and controlled processes. All procedures have been verified and validated. All required training and certifications are in place and tracked for refresh needs. Strict configuration management processes ensure no changes are introduced into the systems without properly verified design, development, testing, and approval. There are two aspects to the time urgent nature of our program. One is the development phase of a new space vehicle that has a hard launch date making it Time Critical. This involves the development of the vehicle itself, the ground command and control systems, and the operations team with associated procedures and training. Our approach is to staff the teams with the right skills and on time as the workload ramps up so as to make interim milestones. Cross training allows us to surge in trouble spot areas as needed. Because of the immediate need of response to on orbit events, operation of the spacecrafts is a Blitz pace. Space is a very dynamic and dangerous place and we have to be able to respond immediately to prevent the loss of the national assets. This is done by rigorous configuration management of flight products and procedures and formal training and certification. Our personnel monitor vehicles at higher risk of meteoroid damage or malfunctions 24 hours a day. Vehicles at lower risk and with automated fault identification and personnel notification receive immediate on call help at night and on weekends. Some of the complexities and uncertainties on the Program arise from being a NASA/government contractor. NASA programmatic direction can change with elections and often does, which makes long term planning difficult. We address this by staying very close to NASA strategic planning and the federal budget process. Legislative changes can also introduce unexpected factors. Sequestration is an example of a legislative change that has had an impact on us. While we receive direction from NASA on how to respond to these changes, this can leave us little time to react to something we must comply with immediately. To address this we proactively look at options, prepare for the changes, use our communication channels and shape our process based on associated information from our government relations office. V. METRICS (HOW DO YOU MEASURE PROGRAM S PERFORMANCE) = 30 POINTS (Note: We are not looking for $ results, but the relative percentage achieved. In particular indicate what specific metrics and data you are using that drive the program beyond standard measures of schedule, budget, and performance, and which have contributed to your program s focus and its success.) Customer: How do you GSMO employs a number of avenues for receiving customer 8

9 measure the impact of your program on your customer and your customer s satisfaction? Include a description of your metrics, as well as numerical evidence. Performance: How do you measure your program s performance in traditional terms such as schedule, budget, requirements, and business results? feedback. Among them is our Voice of the Customer (VOC) process, as well as targeted VOC interviews for TOs with large subcontractor presence. Blue rating represents Best in Class and green Satisfied, meeting expectations, yellow is Somewhat Dissatisfied, and red is Very Dissatisfied. Additionally, after the receipt of each Award Fee Period (AFP) letter the feedback is analyzed and CARs or Preventive Action Requests (PARs) are created in response. GSMO tracks response and closure of these requests with the goal of 180-day closure (or before the end of the current AFP whichever comes first). The response to each CAR or PAR is discussed with the customer to ensure their buy-in and monitoring. GSMO is proud to maintain 100% on time customertriggered CAR closure rate. The greatest measure of customer satisfaction is our award fee scores. GSMO/MOMS have a 95.6 average score over the last three years! Schedule: Schedules are baselined in proposals and established upon award of the task. Schedules requiring technical deliverables are managed down to the task or sub task level based on requirements. The TOL reviews progress with the relevant task monitor on a regular basis. GSMO PMO reviews overall schedule progress via a program-developed monitoring tool (GIRS), which aggregates all schedule data and flags risks. Budget: Budget is directly related to the development of schedules. The program prepares detailed proposals down to an element of cost at the Task, Subtask, and Work Breakdown Structure levels, time-phased based on customer requirements. The program has a target of being within 5% of the proposed budget. Requirements: The program has established numerous metrics to monitor progress towards meeting requirements. For Flight Operations areas, specific six-sigma monitoring is performed to track the number of errors, if any, which occur. This is monitored weekly by the PMO. Issues are flagged as risks and specific Root Cause and Corrective Action (RCCA) initiatives may be enacted as needed. The customer evaluates program performance every six months. The program compiles and prepares performance data from all areas of the program and submits this to the customer. The program has consistently scored in the Excellent adjectival range. The program has implemented a proprietary monitoring system, GIRS, which is reviewed on a weekly basis by the PMO. Requirements and deliverables status are one of the core data sets monitored and reviewed in GIRS. On a bimonthly basis, the entire GSMO leadership reviews and 9

10 Preparing the Future: How do you measure and assess the long-term contribution of your program to the corporation/organization? Team: How do you measure and assess the impact of your program on your team development and employee satisfaction? Unique Metrics: Describe any unique metrics you are using to measure your program s progress and how do you focus it for outstanding success. addresses risk areas. Business Results: These are assessed using HOS and GIRS tools and include the following processes and metrics: Comparing annual actual revenue and operating income performance against the Annual Operating Plan targets. Award fee period cost variance profiles Number of Task orders outside customer threshold Variance in the number of hours worked versus plan Variance in the actual rate incurred versus the rate planned The speed at which task order proposals can be submitted within customer deadlines The program prepares an annual outlook and a 5-year plan delineating revenue and operating income targets. Actual performance towards these targets is monitored during monthly, quarterly, and annual reviews. During these reviews, performance aspects are identified and examined for risk and opportunities. Each month, critical areas of performance measured are: 1) current full year projection versus the prior month s full year projection; 2) YTD performance versus the expected performance in the annual plan; 3) YTD performance versus the full year projection as of the first of the year; 4) The current year s projection compared to the 5 year strategic plan; 5) Quarter to quarter trends; 6) Cash flow projections; 7) Monthly status of unbilled cost and aged receivables. Honeywell uses various resources, programs and tools such as Positive Employee Relations to survey the employee population for satisfaction. Our employees participate in employee engagement teams which help identify both what is working and what is not and how to improve the work environment. The shear nature of the program provides the biggest impact on the teams. There is a great deal of pride to be associated with the nation s space program and to provide science data to the whole world. We collect metrics to ensure operational effectiveness and efficiency and analyze them using our Six Sigma tool set. One unique application is in our Space and Earth Science satellite flight operations teams, where we calculate a sigma score to determine the level of operations proficiency. We do this by measuring the number of opportunities to commit an error, the number of errors committed, calculate the Defects Per Million Opportunities, and then calculate a sigma score. Our flight teams routinely operate at a 5.9 Sigma level a measure indicating approximately 5 operator errors per 1 million opportunities a % accuracy rate. 10