Fedtalks Presentation: Chris C. Kemp, NASA CTO
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1) The document discusses driving innovation in IT at NASA and outlines several strategies to support IT innovation, including understanding future workforces, establishing teams in Silicon Valley, changing culture, and appointing a Chief Technology Officer for IT. 2) The CTO would help design processes for evaluating current IT infrastructure and articulating future roadmaps as well as introducing new technologies. 3) The document proposes establishing IT Labs to support disruptive innovation projects through open source software and public-private partnerships.
Fedtalks Presentation: Chris C. Kemp, NASA CTO
- 1. Driving IT Innovation at NASA National Aeronautics and Space Administration Chris C. Kemp Chief Technology Officer for IT
- 2. Innovation translates into Sustainable Growth and Quality Jobs Catalyze Breakthroughs for National Priorities Promote Competitive Markets that Spur Productive Entrepreneurship Invest in the Building Blocks of American Innovation National Aeronautics and Space Administration
- 3. Then National Aeronautics and Space Administration
- 4. Then National Aeronautics and Space Administration
- 5. Then National Aeronautics and Space Administration
- 6. Now National Aeronautics and Space Administration
- 7. Disconnected pockets of innovation National Aeronautics and Space Administration
- 8. Duplicative research, engineering, integration, and procurement efforts. National Aeronautics and Space Administration
- 9. Disruptive Innovations create more disruption than necessary before being adopted. National Aeronautics and Space Administration
- 10. We must innovate… …on how we innovate National Aeronautics and Space Administration
- 11. But, what is innovation ? National Aeronautics and Space Administration
- 12. “ Innovation can be defined as the task of endowing human and material resources with new and greater wealth-producing capacity” - Peter Drucker National Aeronautics and Space Administration
- 13. "Innovation, like many business functions, is a management process that requires specific tools, rules, and discipline.” - Clayton Christensen National Aeronautics and Space Administration
- 14. National Aeronautics and Space Administration ~20% Self-Directed Projects ~80% Company Projects
- 15. National Aeronautics and Space Administration ~20% Research ($10B) ~80% Revenue ~$60B
- 16. What can we do to support IT innovation? National Aeronautics and Space Administration
- 17. 1. Understand tomorrow's workforce. National Aeronautics and Space Administration
- 18. Today Generation Y represents 23% of the workforce… National Aeronautics and Space Administration 47% Projected to be by 2014.
- 19. Connected National Aeronautics and Space Administration
- 20. Mobile National Aeronautics and Space Administration
- 21. Always on National Aeronautics and Space Administration
- 22. Flexible National Aeronautics and Space Administration
- 23. National Aeronautics and Space Administration Collaborative
- 24. In addition to astronauts, many in tomorrow’s workforce (Generation Y) dreams of becoming the next Steve Jobs or Mark Zuckerberg National Aeronautics and Space Administration
- 25. National Aeronautics and Space Administration
- 26. National Aeronautics and Space Administration 2. Put a team in Silicon Valley.
- 27. 3. Change the Culture. National Aeronautics and Space Administration
- 28. People, Process, Values & Culture National Aeronautics and Space Administration
- 29. 4. Appoint a CTO for IT National Aeronautics and Space Administration
- 30. CTO for IT Vision NASA's scientists and engineers have access to the most innovative information technology resources in the world.
- 31. CTO for IT Mission To ensure NASA's CIO and Mission organizations’ investments in information technology maximize productivity and efficiency of scientists and engineers by leveraging the most innovative technology in the world.
- 32. CTO for IT Values Mission-Obsessed Innovative Creative Passionate Collaborative National Aeronautics and Space Administration
- 33. The CIO and the CTO National Aeronautics and Space Administration CTO for IT CIO Designing Implementing and Operating Externally and Mission Focused Internally and Customer Focused Future Business Needs Immediate Business Needs Manages Learning Process Manages Execution Process Unknown Customers Known Customers Roadmaps Documentation Long Term Planning Short Term Planning Focus on Unanticipated Successes Focus on Unanticipated Failures Emerging Technologies Proven Technologies Prototypes and Disruptive Innovation Projects and Sustaining Innovation
- 34. Design a Repeatable process for evaluating the current state of NASA’s IT infrastructure and articulating our future roadmap . National Aeronautics and Space Administration
- 35. Instill a Consistent and repeatable process for introducing new technology into our enterprise. National Aeronautics and Space Administration
- 36. IT Labs Enterprise Architecture CIO Projects
- 37. Innovation Process Ideas Employees Mission External Center CTOs Scientists Engineers Challenges Future Requirements R&D Industry Academia International Agencies Analyze Results and Document Case Study Present to SIB for CIO Implementation Ideas Ideas Ideas Ideas Ideas Ideas Ideas Ideas De-allocate resources Help formulate 7120.7, Policy mods or National Aeronautics and Space Administration
- 38. Ideation Process National Aeronautics and Space Administration
- 39. Focus of IT Labs National Aeronautics and Space Administration
- 40. Stream Search National Aeronautics and Space Administration Holographic storage Nebula Research Cloud Stream Search 100GB Network Testbed Worldwide Telescope A New Function: NASA IT Labs
- 41. Stream Search National Aeronautics and Space Administration Security Systems Mobile Applications Location-based Services Chip Technology Human-Machine Interaction A New Function: NASA IT Labs
- 42. Goals of IT Labs Provide support for disruptive innovation projects embedded in “hungry” teams across our Agency National Aeronautics and Space Administration
- 43. Goals of IT Labs Accelerate the pace of innovation with open source software development and cost-shared public-private partnerships . National Aeronautics and Space Administration
- 44. Wireless National Aeronautics and Space Administration
- 45. IT Security National Aeronautics and Space Administration
- 46. Human-Machine Interaction National Aeronautics and Space Administration
- 47. Telerobotics National Aeronautics and Space Administration Hello!
- 48. Worldwide Telescope National Aeronautics and Space Administration
- 49. Collaboration Tools National Aeronautics and Space Administration
- 50. Cloud Computing National Aeronautics and Space Administration
- 51. National Aeronautics and Space Administration
- 52. The Future? National Aeronautics and Space Administration
- 53. Chris C. Kemp Chief Technology Officer for IT chris.c.kemp@nasa.gov @chrisckemp National Aeronautics and Space Administration
- 54. National Aeronautics and Space Administration
Editor's Notes
- #4: Where is the IT? Reference quotes from Apollo guide.
- #5: NACA Space Technology Committee meeting on May 26, 1958. No laptops? Blackberries? Did we have a CIO?
- #6: You may remember the IBM type 704. I don’t. NASA engineers working with an electronic data processing machine used for making computations for aeronautical research. Could they even have imagined the capabilities of today’s computing?
- #7: Innovation abounds at NASA. This is especially true in Information Technology as low cost and raid advancement enables myriad support and mission organizations to quickly acquire and “evaluate” technology.
- #8: Each of these organizations can - and do - meaningfully contribute to the discourse, but historically, there has been no forum for the organization of these activities across the entire Agency into a coherent dialogue.
- #9: Instead, Scientists, Missions and Projects are building their own computing infrastructure, and functioning autonomously because the CIO-supported technologies are not “innovative” enough to meet their needs, or do not fit within their budgets. This results in duplicative research, engineering, integration, and procurement efforts.
- #11: We must also innovate on HOW we innovate. What is the process of innovation itself? How do we go from the origination of an idea to its transformation into something useful? And how to we develop a streamlined process for repeating this process over and over again? How can we understand the IT requirements of NASA’s scientists and researchers and ensure that they will have access to the most innovative Information Technology resources in the world?
- #12: We must also innovate on HOW we innovate. What is the process of innovation itself? How do we go from the origination of an idea to its transformation into something useful? And how to we develop a streamlined process for repeating this process over and over again? How can we understand the IT requirements of NASA’s scientists and researchers and ensure that they will have access to the most innovative Information Technology resources in the world?
- #15: Let’s take a look at Google… Google employs a 80/20 time split, where 80% of employees’ time is spent on company-directed projects, and 20% is reserved for employees to pursue creative self-directed side projects. When employees feel like their organization supports them, and that they have the freedom & empowerment to create, they are inspired, motivated and are excited to come to work every day. In 2005, 50% of all Google product releases were a result of the 20% independent project time. ( Marissa Mayer )
- #16: Let’s take a look at Microsoft Google employs a 80/20 time split, where 80% of employees’ time is spent on company-directed projects, and 20% is reserved for employees to pursue creative self-directed side projects. When employees feel like their organization supports them, and that they have the freedom & empowerment to create, they are inspired, motivated and are excited to come to work every day. In 2005, 50% of all Google product releases were a result of the 20% independent project time. ( Marissa Mayer )
- #17: In order to understand our future needs and make informed decisions about IT infrastructure, we must explore the bleeding edge.
- #18: In order to understand our future needs and make informed decisions about IT infrastructure, we must explore the bleeding edge.
- #19: This is a fundamentally different approach than has existed in the past and it is going to be increasingly important in the future . We must continue to evolve and modernize our practices if we hope to attract and retain tomorrow’s explorers. The generation just entering today’s workforce – generation Y - is currently 25% of the workforce and is projected to be 47% of the workforce by 2014.
- #20: They have grown up in a world that is connected, accessible, interactive and open. They do not remember a time without computers, smart phones, email, iPods, video cams, instant messaging and social networking services.
- #21: Generation Y is marked by an increased use and familiarity with communications, media, and digital technologies. They expect the ability to communicate electronically and wirelessly in real-time from anywhere in the world. This picture comes from Dryden Flight Research Center. California Polytechnic State University student Andrew Welborn collects C-17 landing noise data using a laptop with enhanced sound card and connected to a GPS receiver.
- #22: They expect immediate access to information and they live the real-time web. Networks and conversations don’t “end.”
- #23: Many are comfortable blurring the lines between work and life. For them, a job does not end when you leave your office. They believe that you should have the flexibility to work from anyplace because technology makes it possible.
- #24: The next generation wants – and expects – to participate and for their ideas to be heard.
- #25: IT technology – in addition to space exploration – is an increasingly important way for us to reach out to the next generation and attract tomorrow’s workforce.
- #26: Where is the bleeding edge in IT? Silicon Valley. I have the benefit of having spent the last several years in Silicon Valley, an area known for the high density of truly ground-breaking, innovative and “game-changing” companies. Before joining NASA I was involved in starting and growing a number of technology companies… (talk about your past experience) [Note your observations] There are few key things to note about these companies, and the new generation that is primarily leading them.
- #27: Where is the bleeding edge in IT? Silicon Valley. I have the benefit of having spent the last several years in Silicon Valley, an area known for the high density of truly ground-breaking, innovative and “game-changing” companies. Before joining NASA I was involved in starting and growing a number of technology companies… (talk about your past experience) [Note your observations] There are few key things to note about these companies, and the new generation that is primarily leading them.
- #28: In order to understand our future needs and make informed decisions about IT infrastructure, we must explore the bleeding edge.
- #29: So how do we do this? Culture is the momentum that results from the accretion of Process, Values, and People built into the organization.
- #30: In order to understand our future needs and make informed decisions about IT infrastructure, we must explore the bleeding edge.
- #34: Cite the differences between CTO for IT and CIO
- #45: This is a chemical sensing prototype for iPhone developed by NASA Ames Research Center physicist Jing Li. The device is about the size of a postage stamp and is designed to collect, process and transmit sensor data. The new device is able to detect and identify low concentrations of airborne ammonia, chlorine gas and methane. It senses chemicals in the air using a "sample jet" and a multiple-channel silicon-based sensing chip, which consists of 16 nanosensors, and sends detection data to another phone or a computer via telephone communication network or Wi-Fi.
- #46: Security
- #47: Johnson Space Center's Robonaut (foreground) performing a mock weld while Ames Research Center's K10 robot assists two EVA crew inspecting a previously welded seam.
- #48: Anybots…
- #49: Privately-funded projects which allow us to share our vast amounts of data with the public
- #50: Web-based collaboration tools
- #51: Nebula. Enough said ;)
- #52: Nebula. Enough said ;)
- #53: The future is something we define, not a circumstance to which we fall victim. It is through deliberate choices and acts of leadership that we will reach our goals.