IT PMB: Executive Oversight andDecision Authority for Application and

Infrastructure Projects at NASA

Larry SweetChair, IT PMB

JSC CIO

August 2010

NASA IT Governance

What is IT Governance and how does it affect your IT projects at NASA? 

NASA’s IT governance encompasses the structure, inputs, outputs, activities and decision rights necessary to facilitate the effective and efficient use of IT. 

This presentation covers  the governance board structure of NASA’s  IT Program Management Board (IT PMB) which provides executive oversight and decisions on the lifecycle of all IT investments approved by the IT Strategy Investment Board (IT SIB)

The IT governance structure described by the OCIO operates at the Agency level and addresses major IT programs and projects and other IT investments in the

scope of NPR 7120.7  —2—August 2010

What are “Application andInfrastructure Projects “ that fall under 7120.7?

NASA distinguishes programs and projects in three investment areas or product lines:

1. Research and Technology

2. Space Flight

3. Information Technology (IT) and institutional infrastructure.

Highly Specialized Information Technology. Highly specialized IT is a part of, internal to, or embedded in a Mission platform. The platform's function (e.g., avionics, guidance, navigation, flight controls, simulation, radar, etc.) is enabled by IT but not driven by IT itself.

Presentation Title—3—March 5, 2010

What is in Scope?

IT programs and projects that are not highly specialized IT are in scope, unless granted a waiver by the NASA Chief Information Officer (CIO) or the CIO of the Center making the investment, if they meet either of the following criteria:

(a) If the program or project includes the development of new IT systems or capabilities: $500K or greater total development and implementation cost or affects more than one Center.

(b) If the program or project includes modification to or enhancement of existing IT systems or capabilities: $500K or greater total modification/enhancement cost, regardless of how many Centers are affected.

Presentation Title—4—March 5, 2010

Key Drivers for Improved IT Governance

Compliance initiatives and rising interest in IT Cost An increased concern for unmanaged  IT projects

- Poor project control - Poor Project performance  

Key decisions can no longer be deferred to the IT professionals  - Stakeholders must have input into the decision making process

- CIO must be involved during IT Project Process   

—5— August 2010

Improved Outcomes on IT Projects

By adopting a structured and holistic approach to IT Governance, NASA will be better able to enable NASA’s mission by:

Establishing an ongoing alignment of NASA’s IT investments and management practices with its business requirements and strategic initiatives

Integrating mission and business processes and information across organizational boundaries

Leveraging information technology to achieve greater efficiencies and security

Ensuring that NASA’s IT is implemented efficiently and effectively.

—6— August 2010

Today’s IT Governance Board Structure

NASA employs a three-board model:

1.IT Strategy and Investment Board (SIB). Decisions regarding IT strategy, investments- Investment prioritization and selection, EA review, and NASA-wide IT policies/processes compliance.

2.IT Program Management Board (PMB). Executive oversight and decisions regarding- application and infrastructure projects to ensure that investments approved by the IT SIB- stay on track during formulation and implementation.

3.IT Management Board (MB). Decisions regarding performance, integration and other- issues pertaining to operational systems

—7— August 2010

IT Program Management Board

The purpose of the PMB is to provide a forum for high level Agency participation in the oversight and evaluation of Agency IT programs and projects

The PMB is chaired by the Agency Deputy CIO (delegate) and comprised of representatives from key organizations that can independently evaluate and provide advice to the Agency’s IT programs and projects. The board makes recommendations to the NASA CIO, who is the decision authority (DA) for NASA’s IT projects

Decisions are rendered based on the group’s discussion, collective understanding of the Agency’s needs and priorities, and reflective of NASA’s IT principles

—8— August 2010

IT PMB Responsibilities

Ensuring Agency-wide IT programs/projects are integrated across the appropriate stakeholders and aligned with Agency priorities

Ensuring IT program/project outcomes achieve their goals and objectives

Ensuring IT program/project decisions are made in recognition of budgeting, resource, and other constraints (e.g., compliance with federal laws, regulations, and policies; other externally mandated requirements)

Reviewing and approving IT program/projects to proceed into the next phase based on analysis of cost, schedule, risk management and requirements; and

Reviewing project performance relative to commitments—9— August 2010

IT PMB Reviews

IT PMB follows NPR 7120.7 and specifically reviews projects at the KDPs C and E

IT PMB serves as the Governing Body responsible for major IT projects from development through Operational start

Generally, the reviews follow the system engineering reviews such as PDR, CDR, etc., and are at a higher level, and address cost, schedule, risk, and performance (at the appropriate level)

IT PMB is not a detailed technical review

—10— August 2010

IT PMB Report Out

Reports “recommendations” to the Agency CIO who is the Decision Authority

Reports to the IT Management Board, consisting of the OCIO Leadership Team- issues and concerns- Center compliance/impacts

May require addition reviews and actions from Projects Teams

—11—August 2010

Example Projects

I3P Enterprise Service Desk/ Enterprise Service Request System (ESD/ESRS)

Emergency Notification System (ENS) Security Operations Center (SOC) Materials Management Initiative (MMI)

—12— August 2010

Questions?

—13— August 2010