Lessons Learned: How NASA turned its Legacy
WB-57 Program into a Successful
Reimbursable Program
“Success is not final, failure is not fatal.
It is the courage to continue that counts.”
- Winston Churchill
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Lessons Learned:
How NASA turned its Legacy WB-57 Program
into a Successful Reimbursable Program
Breakout Session
Name Scott A. Stephens, Contracting Officer, Mission Operations Office
Kevin J. Lesenski, Deputy Program Manager, WB-57 Program Office
NASA Johnson Space Center, Houston TX
Date
Thursday, October 11, 2012
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Executive Summary
How NASA turned its Legacy WB-57 Program into a
Successful Reimbursable Program
• Overview: WB-57 Program, History and Operations
• Four Critical Lessons Learned
• Questions
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Mission Statement
The NASA WB-57 Program provides unique, high-altitude
airborne platforms to US Government agencies, academic
institutions, and commercial customers in order to support
scientific research and advanced technology development
and testing at locations around the world.
Mission examples include atmospheric and earth science,
ground mapping, cosmic dust collection, rocket launch
support, and test bed operations for future airborne or space
borne systems.
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The Aircraft
Capabilities
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•
•
•
Day and night, global operations
Endurance: 6+ hours
Max Altitude: 60,000 + feet
Payloads: > 8,800 lb.
– Nose, Pallet / Bomb Bay, Spear Pods (2x), U-2/ER-2 Superpods
(2x)
– Payloads Range From:
• Complex Single Instruments Weighing Several Tons
• Many Small Instruments Working Independently
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History
English Electric Canberra
•1944 British Air Ministry RFQ + English Electric design
•1949 First Flight, retired 2006 (RAF)
Glenn L. Martin B-57 Canberra / Night
Intruder
•Built under license 1953 – 1957
•Flew missions during the Vietnam War
General Dynamics RB-57F Canberra
•High altitude strategic reconnaissance platform
•First flight 23 JUN 1963
•Redesigned “WB” 1968
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NASA WB-57 History
• 1968 – First NASA WB-57 - Earth Resources Technology Satellite
(ERTS) program (NASA 925)
• 1972 – Second NASA WB-57 (NASA 926)
• 1974 – Third NASA WB-57 (NASA 928). Operated by NASA in
support of other US Government Agencies. USAF stands down
WB-57F operations
• 1982 – NASA 925 retired
• Present Day – NASA 926 and 928 in active service – local and
worldwide. NASA 927 being refurbished to return to flight in 2013
(planned)
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Reimbursable Business Model
WB-57F Program is funded by our customers
• Customers
– NASA Airborne Science
– Government Sponsored Science
– Academia
– Other US Government Agencies
– Commercial Entities
• WB-57 Program is healthy, flight rate increasing, fleet
expanding
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Lessons Learned
How NASA turn it’s Legacy WB-57
Program into a Successful Reimbursable
Program…
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1. We Recognized Our Unique Capability
 We have a Unique Aircraft
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1. We Recognized Our Unique Capability
 We have Unique Authority
o Authority to self-certify aircraft
o There is no OEM participation in our Program
• We do maintenance, operations and certification
• Good News – We do it
• Bad News – No one to call for help
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1. We Recognized Our Unique Capability
 We have a Unique Center
– Most People Do Not Associate Aircraft Operations With JSC
– JSC Aircraft Fly the Majority of All Flight Hours Flown by NASA
– JSC Aircraft Fly Complex and Unusual Missions
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1. We Recognized Our Unique Capability
 We have a Unique Kind of Excess Capacity
- Payloads Range From Complex Single Instruments Weighing
Several Tons to Many Small Instruments Working Independently
- The payloads we fly are limited only by the customer’s
imagination…
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1. We Recognized Our Unique Capability
 We have a Unique Team of People
o Committed to the mission
o Committed to reimbursable work
Big Difference:
Government – Get Budget – distribute without skin in the game
Reimbursable – Find the work/Find a Budget – skin in the game
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1. We Recognized Our Unique Capability
What is Unique About You?
What do you do?
What do you offer?
Who is on your team?
Where are you located?
What is your excess capacity?
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2.
We Listened to Our Customer
• They want flight services in support of maturing
technologies
• They want reliable support (when you go to the airport,
you want to get on the plane)
• They want us to make the job of performing their mission
as painless as possible
• They want solutions to their problems
• In summary: They want Excellent Customer Service!
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2.
We Listened to Our Customer
When talking with a prospective customer consider three
questions:
• Is it legal?
– Government cannot compete with private industry
• Is it Safe (or can we make it safe)?
– What makes it unsafe, what can you do to mitigate risk
• Can you pay?
– Remember you are doing this because you have excess
capacity
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2.
We Listened to Our Customer
Form Win-Win Agreements with your Customers!!!
• Relationships are Essential!
• With Government Services, your customers become
your partners
• We do not enter into contractual or sub-contractual
relationships, we enter into agreements (In NASA speak,
Space Act Agreements)
– MOA-MOU with other Government Entities
– Space Act Agreements with Commercial Entities
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2.
We Listened to Our Customer
Who is your Customer?
• What are your customer’s needs, wants, wishes?
• The Goal is to satisfy the customers needs and as many
of the wants and the wishes as you can!
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3.
We Created a Culture of Commitment
Management Buy-in is Essential
• We can’t do it at all without management buy-in
• The greater the management buy-in, the greater freedom we have
• What we do to cultivate management buy-in:
– We develop a business case that shows the need
– We don’t bring the boss a problem without a solution
– Selling excess capacity should relieve budget concerns
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3.
We Created a Culture of Commitment
Support Organization Buy-in is Critical
• Procurement, Legal, Finance are the big three
• Also, Facilities, Security, etc.
– All Internal Agency Support Organizations
• Each is required
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3.
We Created a Culture of Commitment
Procurement Organizations:
• Be Responsive (don’t just say no)
– Put people in place who are willing to be responsive
– Surround the effort with the right contracts and agreements
• Collaborate with your reimbursable activity
– Forecast procurements
– Solicit financial support for your procurement activity
• Ask: “Help us help you” – If you want support, show us the money!
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3.
We Created a Culture of Commitment
Procurement’s Goal:
Build a “Quick Reaction Capability”
• Requires:
– Team Work
– Excellent Communication
– Well-Defined Processes
– Flexibility
– “Yes We Can” Mentality
• Always find a way to meet the customer’s needs
• Commitment to the mission – not just risk mitigation
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3.
We Created a Culture of Commitment
Current Contracts:
– Cost Contracts
• NNJ12JC05C – Aircraft Maintenance and Operational Support
• NNJ11JB28C – WB-57 Special Capabilities Support and Engineering Services
– Time and Materials Contracts
• NNJ12JB12B – Aircraft Aeronautics and Structural Engineering Services
• NNJ12JB11B – Aircraft Mechanical Engineering Services
– Firm Fixed Price Contracts
• NNJ11JC84C – WB-57 Aircraft Emergency Egress System Upgrade
• NNJ11JC14C – WB-57 High Altitude Flying Helmets
– NASA Interagency Purchase Requests (NIPRs)
• 13 Active with US Air Force, Navy, Others
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3.
We Created a Culture of Commitment
Current Agreements:
• One Space Act Agreement
– Commercial Work
• Three Memorandums of Agreement (MOAs)
– Partnerships with Other Government Agencies
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3.
We Created a Culture of Commitment
Support Contractors
• Maintenance personal and Support staff
• They must understand that their positions are dependent
on the success of the reimbursable efforts
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3.
We Created a Culture of Commitment
What do you do to create a culture of
commitment in your organization?
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4.
We Learned to Run the Business
Identifying Costs
• Identifying Cost in the Government environment
is challenging
– Identify ALL the Elements of Cost involved
– Understand each Element of Cost
• Materials, Labor, Travel, etc.
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4.
We Learned to Run the Business
Actively Manage Costs
• Manage Cost at the appropriate levels
– Labor resources must be managed, especially in a
cost environment
– Materials procurement must be done competitively
• Challenge cost assumptions
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4.
We Learned to Run the Business
Price the Work
• Develop pricing that covers the TOTAL cost
• Establish FULLY burdened rates for all activities
– In Government we are not used to doing this
• Develop a pricing model that is accurate, sensible, and
competitive
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4.
We Learned to Run the Business
Price the Work
• Sudden Death vs. Prolonged Misery
…if you price it too high, you will have no business
…if you price it too low, you will die slowly
• Price Matters!
– If you don’t buy from me, we both lose money!
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Lessons Learned:
How NASA turned its Legacy WB-57 Program
into a Successful Reimbursable Program
1.
2.
3.
4.
We Recognized Our Unique Capability
We Listened to Our Customer
We Created a Culture of Commitment
We Learned to Run the Business
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QUESTIONS?
Kevin J. Lesenski
Deputy Program Manager
[email protected]
281.244.9664
Scott A. Stephens
Contracting Officer
[email protected]
281.792.7521