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C J Scolese Response to ASAP Questions

iv. We are in the process of establishing consistent and similar rules for operating the Agency. This has come from things as simple as common reporting formats and forums as evidenced by the monthly Baseline Performance Review, or the improved broad acquisition process we are putting in place that aligns and make consistent strategic planning, program/project management processes and the budget process, to more complex structures like the Office of the Chief Engineer (NESC in particular) and its technical fellows, to establishing common standards and points of contact, to clearer documentation that articulates key fundamentals related to our organizational culture such as NPR 7120.5D (Space flight), NPR 7120.7 (IT and institutional infrastructure), NPR 7120.8 (research and technology), and NPR 7123.1A (System Engineering), and the new System Engineering handbook, SP6105A. The Life Cycle Review process has been strengthened and made much more consistent across the Programs and Projects.

v. Implementation of high-level acquisition strategic planning and acquisition strategy meeting (ASP, ASM) reviews to ensure new initiatives are agreed to and support the Agency goals and capabilities.

vi. Incorporating the institutional requirements for safety, engineering, facilities, and personnel in the planning process.

vii. Assigning work to Centers based on Agency needs. Center capabilities, and personnel availability has significantly reduced the discord among the Centers and Mission Directorates. This has lead to progress in integrating the Centers into a cohesive, cooperative team, with significantly more shared processes and practices, a common viewpoint, and common language. As an example, consider that in the last year MSFC has reached out to GRC and LaRC for help on Ares, and GSFC and ARC are partnering on a number of missions.

viii. We have made significant progress in implementing and tuning NASA's strategic management system. This ensures that NASA's resources and actions  align with its strategic goals, progress is measurable, and NASA delivers on its performance commitments.

These improvements have significance for safety and missions success. NASA today is closer to a single unified Agency than it has been in many years. The historical difficulties in relationships driven by competition (or in some cases survival) are much reduced. Specifically, today the Centers tend to operate in a more cooperative multi-center environment that allows the full use of the Agency's talents and capabilities in support of NASA's overall mission. This keeps important and interesting work at individual Centers and also supports organizational survival. Both are strong motivators.

We clearly are not all they way there yet, but I think We have made great progress.

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