Download - T carlson mbontrager_wtippin_lsinger_v2
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Trey Carlson, KSC Master Planner – NASA
Mark Bontrager, VP Spaceport Operations – Space Florida
William Tippin, DM CMC Vice President – AECOM
Larry Singer, APA, Principal – AECOM
Academy of Program / Project & Engineering Leadership
Project Management Challenge 2012
Track Topic: Game Changing Innovation StrategiesFebruary 22, 2012
Changing the Platform:Repurposing Kennedy Space Center
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2Academy of Program / Project & Engineering Leadership
Project Management Challenge 2012
History is a relentless master. It has no present, only the past rushing into the future. To try to hold fast is to be swept aside.
John F. Kennedy
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Academy of Program / Project & Engineering Leadership
Project Management Challenge 20123
KSC nationally treasured asset Built with single purpose
KSC inaugurated in 1961 Unique launch geometry Two launch pads Vehicle Assembly Building 70% of NASA’s land
holdings 20% of NASA’s constructed
assets
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Academy of Program / Project & Engineering Leadership
Project Management Challenge 20124
KSC’s infrastructureBuilt-to-suit
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Academy of Program / Project & Engineering Leadership
Project Management Challenge 2012
KSC brand known worldwide as the Spaceport to the stars
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Academy of Program / Project & Engineering Leadership
Project Management Challenge 20126
KSC now faces New mission
November, 1963George Mueller, head of Manned Space Flight , briefing President Kennedy on Apollo ProgramComplex 37 .
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Academy of Program / Project & Engineering Leadership
Project Management Challenge 20127
KSC must transformCreates need to update master plan
Determine all user requirements (e.g. NASA programmatic, State of Florida & Commercial)
Convert from single to multiple user
Public & private clients
Multiple programs
Ensure long-term viability of infrastructure
Vertical & horizontal space operations
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Academy of Program / Project & Engineering Leadership
Project Management Challenge 20128
With changing mission KSC faces Significant challenges
Reduce overhead Modernize/ right size
infrastructure Allow users to buy services Manage range/airspace
access Design flexible architecture Improve sustainability Manage land uses Protect against
encroachment Provide equitable user
support
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Academy of Program / Project & Engineering Leadership
Project Management Challenge 2012
Transformational challengeSolved through inter-governmental collaboration
By following a Federal / State model to transform, KSC will successfully develop it’s next generation spaceport master plan.
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10Academy of Program / Project & Engineering Leadership
Project Management Challenge 2012
Developing the Vision4
Communicating the Vision
5 Implementing the Vision
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KSC transformationFederal / State model
AECOMKSC Space
FloridaPartners:
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Enabling Short-TermWins
Maturing the Model
Institutionalizing New Approaches
Interview stakeholders
Forming a Powerful Guiding Coalition
Helping craft a Vision
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Steps:
Building Consensus Making it Work
VisionFacilitation
“Mission” Realignment
Fulfillment and InstitutionalizingRole:
Finalizing the Master Plan
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Vision Facilitation:Building Consensus
Academy of Program / Project & Engineering Leadership
Project Management Challenge 2012
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Academy of Program / Project & Engineering Leadership
Project Management Challenge 2012
KSC transformationFederal / State model
AECOMKSC Space
Florida
Building Consensus Finalizing the Master Plan
Making it Work
VisionFacilitation
“Mission” Realignment
Fulfillment andInstitutionalizing
Interview stakeholders
Forming a Powerful Guiding Coalition
Helping craft a Vision
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3
Developing the Vision
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8
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Enabling Short-Term Wins
Maturing the Model
Institutionalizing New Approaches
Communicating the Vision
5Implementing the Vision
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13Academy of Program / Project & Engineering Leadership
Project Management Challenge 2012
Step 1: Powerful guiding coalitionFederal and State organizations
KSC Team
Provided Grant to DOT for Space Planning
State agency tasked with supporting Florida’s space industry
Provided funding to KSC to support master planning efforts
State of Florida Partners
Master Plan Steering Group Center Deputy Director and senior staff
Center Planning and Development Office
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14Academy of Program / Project & Engineering Leadership
Project Management Challenge 2012
Step 1: Powerful guiding coalitionProcess to gain consensus
State and KSC jointly initiated four-part planning effort to kick off KSC Master Plan Vision process.
1) Stakeholder Interviews/Data Gathering
2) Development of a Strategic Framework
3) Two-Day Workshop (charrette)
4) Future Development Concept
AECOM commissioned as process facilitator.
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Academy of Program / Project & Engineering Leadership
Project Management Challenge 201215
Step 2: Interview stakeholdersA structured sequence followed
Stakeholder – entities with relevant KSC relationship
Stakeholder interviews > 30 Stakeholders identified by
Planning Team Approved by Master Plan
Steering Group. Stakeholders reflected
diverse relationships
Add picture of 4 people working together
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Academy of Program / Project & Engineering Leadership
Project Management Challenge 201216
Step 2: Interview stakeholdersNASA, Federal, State, local and commercial
NASA Headquarters KSC Senior Staff U.S. Air Force FAA U.S. National Park
Service State Agencies Local Governments Commercial Space
Industry
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17Academy of Program / Project & Engineering Leadership
Project Management Challenge 2012
Step 2: Interview stakeholdersSummary findings formed “Strategic Framework”
Key components Strategic Framework question
Unique competencies What are the unique advantages in geography, infrastructure and human talent, valuable to potential missions and users?
Market opportunities What markets can KSC uniquely fill?
Competitive analysis How competitors are positioning for the future?
Analogs What are examples of other entities that have shifted their mission and business?
Vision ideas How does KSC fit into the nation’s future space activities?
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Academy of Program / Project & Engineering Leadership
Project Management Challenge 201218
Following interviews, hosted two-day Charrette
Over 75 KSC and State of Florida participants Strategic Framework presented to structure strategic thinking
Step 3: Helping craft a VisionUtilized Charrette process
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Academy of Program / Project & Engineering Leadership
Project Management Challenge 201219
Participants guided through group exercises Each building on the last Ultimate goal, producing KSC Future Development Concepts
Step 3: Helping craft a VisionCaptured participants ideas
2030 KSC Core Values
2030 KSC Perception
2030 KSC Position Statement
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20Academy of Program / Project & Engineering Leadership
Project Management Challenge 2012
Step 3: Helping craft a VisionCharrette consolidated ideas
2030 KSC Core Services
2030 KSC Core Facilities
2030 Concept of Operations
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21Academy of Program / Project & Engineering Leadership
Project Management Challenge 2012
Step 3: Helping craft a VisionCharrette yielded future development concepts
Future Development Concepts Implementation Strategy Prioritization
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Mission Realignment:Finalizing the Master Plan
Academy of Program / Project & Engineering Leadership
Project Management Challenge 2012
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23Academy of Program / Project & Engineering Leadership
Project Management Challenge 2012
KSC TransformationFederal / State model
AECOMKSC Space
Florida
Building Consensus Finalizing the Master Plan
Making it Work
VisionFacilitation
“Mission” Realignment
Fulfillment andInstitutionalizing
Interview stakeholders
Forming a Powerful Guiding Coalition
Helping craft a Vision
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2
3
Developing the Vision4 7
8
9
Enabling Short-TermWins
Maturing the Model
Institutionalizing New Approaches
Communicating the Vision
5Implementing the Vision
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Academy of Program / Project & Engineering Leadership
Project Management Challenge 2012
Synthesizing Data ⁻ Charrette outputs, stakeholder
interviews & State’s final report⁻ Alignment Agency & Center & goals
objectives
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Step 4: Developing the VisionTranslating Charrette outcomes into NASA
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Academy of Program / Project & Engineering Leadership
Project Management Challenge 2012
Articulation: KSC’s Future Development Concept⁻ Vision for KSC 20-year Master Plan⁻ Divesting without Diminishing⁻ New Business Models⁻ Evolution to multi-user spaceport
management
Vetting with Stakeholders: Internal and external to KSC
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Step 4: Developing the VisionTranslating Charrette outcomes into NASA
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26Academy of Program / Project & Engineering Leadership
Project Management Challenge 2012
Step 5: Implementing the VisionUsing the correct tools
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Academy of Program / Project & Engineering Leadership
Project Management Challenge 2012
Step 5: Implementing the Vision Utilizing Congressional mandated authority
Enhanced Use Lease (EUL) ⁻ 60-acre site leased to a Florida
utility for a 10 megawatt solar farm integrated into its grid
⁻ Deal provided KSC its own facility, generating 1% of Center needs from renewable power.
Use Permit to State of Florida ⁻ Enabled construction/operation
of $30 million Space Life Sciences Lab in support of ISS
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28Academy of Program / Project & Engineering Leadership
Project Management Challenge 2012
Step 5: Implementing the VisionPathfinder Facility Use Agreement
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29Academy of Program / Project & Engineering Leadership
Project Management Challenge 2012
OrlandoOrlando
Step 6: Communicating the VisionInvolving all stakeholders
KSC of Today KSC of Tomorrow
TitusvilleTitusville
R & D
Universities
R&DPartners
PortCanaveral
CCAFSIndustrial
R & D
NASAOther Federal
State
NASAOther Federal
State
CCAFS
InternationalBusiness
CommercialSupport
UniversityPartners
Tech &Biotech
KSC Spaceport
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30Academy of Program / Project & Engineering Leadership
Project Management Challenge 2012
Step 6: Communicating the VisionTargeted uses and users
Published KSC Notice of Availability in 2011
Determine commercial interest in underutilized facility capacity
Targeted specific uses and users
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Fulfillment & Institutionalizing:Making it Work
Academy of Program / Project & Engineering LeadershipProject Management Challenge 2012
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32Academy of Program / Project & Engineering Leadership
Project Management Challenge 2012
Fulfillment andInstitutionalizing
KSC transformationFederal / State model
AECOMKSC Space
Florida
Building Consensus Finalizing the Master Plan
Making it Work
VisionFacilitation
“Mission” Realignment
Interview stakeholders
Forming a Powerful Guiding Coalition
Helping craft a Vision
1
2
3
Developing the Vision4 7
8
9
Enabling Short-Term Wins
Maturing the Model
Institutionalizing New Approaches
Communicating the Vision
5 Implementing the Vision
6
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Academy of Program / Project & Engineering Leadership
Project Management Challenge 2012
1987 - Built to support Space Shuttle program
2011 - Underutilized asset at Kennedy Space Center
Use Permit Market-responsive terms
and conditions Space Florida funding to
modernize
Step 7: Enabling short-term winsSharing resources at KSC
Orbiter Processing Facility 3
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Academy of Program / Project & Engineering Leadership
Project Management Challenge 2012
Step 8: Maturing the ModelProducing still more change
Space Florida Vision 2020
⁻ Market-Focused
⁻ Start with Strengths
⁻ Apply across all market sectors
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Academy of Program / Project & Engineering Leadership
Project Management Challenge 2012
Step 9: Institutionalizing new approachesWith space partners
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Summary Statement
Academy of Program / Project & Engineering Leadership
Project Management Challenge 2012
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Academy of Program / Project & Engineering Leadership
Project Management Challenge 2012
Summary statement Conclusions and recommendation
Conclusions
⁻ Transforming a single use federal facility to a multi-use federal facility requires tremendous resources.
⁻ We have found that partnering between federal and state is required for an effort of this magnitude.
• Passionate – NASA was surprised at State’s willingness to support this transformation. The State was eager to be involved in the process.
• Time Sensitive Opportunities – Market can go elsewhere, infrastructure decay.
• Public Private Multi-use – everyone wants to see the KSC Future Development Concept successful.
Recommendation
⁻ The Federal/State partnership model has the best potential to yield positive results. Can be applied elsewhere.
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