REAL PROPERTY AND FACILITIES ENGINEERING

COORDINATIONStephen Rider

Facilities and Real Estate DivisionOffice of Strategic Infrastructure

NASA Headquarters

Overview and Objectives

• Introduction• Requirements• Responsibilities• Actions Requiring Coordination• Ways to Keep Informed• Questions

Introduction

• The Real Property Accountable Officer (RPAO) is responsible for maintaining accurate Real Property records. This will require cooperation and coordination with the following:– Center Construction of Facilities (CoF) Manager– Facility Project Managers (FPM)– Center Operations and Maintenance Manager– Office of the Chief Financial Officer• Property Accountants

Requirements

• NASA Procedural Requirements (NPR) 8800.15, Real Estate Management Program

• NPR 8820.2G, Facility Project Requirements

• NPR 9250.1B, Property, Plant, and Equipment and Operating Materials and Supplies– NASA Form 1739, Alternative Future Use

Questionnaire (AFUQ)

Responsibilities

• RPAO– Update/Maintain Real Property Management System

(RPMS)• FPM; CoF Manager; and Center Operations and

Maintenance Manager– Notify RPAO of upcoming actions– Include RPAO in progress meetings/milestones– Help RPAO with capturing real property modifications

• Property Accountants– Maintain/report property portion for financial audits

Actions Requiring Coordination

• Locally funded facility projects• Construction of Facilities projects• Master Planning solutions to real property

problems (e.g. leasing vs. renovation vs. build new)

• The RPAO needs to know whether or not the action requires a change to the RPMS

Ways to Keep Informed

• Periodic project manager status meetings• Construction of Facilities Manager• Operations and Maintenance Manager• Have the FPM use you to coordinate NASA

Form 1739, AFUQ• Business Objects (BOBJ) [Formerly Business

Warehouse]– Follow the money

Ways to Keep Informed

• When all else fails, drive around your the Center periodically.– Any new construction?– Demolition underway?– Find out who/what/where/when

Questions?

Who’s Who

Lead Contact informationJim Jim@company.com

Dee Dee@gcompany.com

Mavis Mavis@company.com

Doug Doug@company.com

Time Spent

Proj

ects

Wor

ked

On

Get Familiar

Achieve Mastery

Working Toward Mastery

Get Experience

d

Doing Your Best Work

• Working from home• Working offsite• Technology

requirements

Case Study

• Jeremy– His first day– Mistakes made– Successes achieved– The moral of the story

Discussion

• What we can learn from Jeremy

• Best practices• Take-aways

Summary

• Define your challenges– Technological as well as personal

• Set realistic expectation– Mastery is not achieved overnight

• Keep your eye on the goal– Mentorship programs

Resources

• <Intranet site text here><hyperlink here>

• <Additional reading material text here><hyperlink here>

• This slide deck and related resources:<hyperlink here>

QUESTIONS?

APPENDIX