ISD Strategic Goals

(The "critical few" targets we believe are most important to move us toward our vision)

Strategic Goal 1: Advance leading-edge information systems technology

Key Outcomes by 2003:

A significant portion of ISD "business" is information systems technology development with focus on the following in priority order:

  1. "Smart" instruments and mission autonomy

  2. Science data analysis technologies

  3. Advanced IS architectures

    1. Scaleable computing environments

    2. High performance communications

    3. High performance computing environments

    4. Intelligent Synthesis Environment

    5. Information systems security

  4. Large scale data management

  5. Rapid/advanced software development tools and methodologies

  6. Modeling/simulation tools and technologies

  7. Information systems security

Key Strategies

  1. Establish an ISD technology program.

  2. Shift emphasis from mission operations systems to end-to-end science information systems.

  3. Shift to more research and development (lower level Technology Readiness Levels).

  4. Identify and develop technology funding sources.

  5. Increase ISD technology outreach, infusion, and transfer.

Strategic Goal 2: Clearly define the scope of ISD business, and deliver high value products and services that satisfy customer needs.

Key Outcomes by 2003:

Five-year Projection for ISD Products and services.

  1. Increased Focus

    1. Flight software

    2. Science analysis/processing systems and tools

    3. Science data management

    4. End-to-end mission engineering

    5. Science and mission proposal support systems

    6. Science/mission planning systems

    7. Technology R&D

  2. Decreased Focus

    1. Mission control center systems development

    2. Trending (engineering) systems

    3. Flight dynamics products

    4. Sustaining engineering

    5. Operations

    6. Maintenance

    7. System administration

    8. Routine development, test, and operations support tools

    9. GSFC institutional routine work

Key Strategies

  1. Transition from current to future products and services

  2. Increase civil servant hands-on work and decrease contract management

  3. Identify what is available OTS for Control Centers

  4. Improve software development processes

  5. Improve end-to-end mission engineering

  6. Provide more science mission proposal generation systems and tools

  7. Institutionalize better planning

Strategic Goal 3: Build a diverse, talented, innovative, energized, internationally recognized, workforce of employees and managers.

Key Outcomes by 2003:

  1. Increase ISD capabilities in software engineering, system engineering, technology, and programming.

  2. ISD employees who get visible, "good assignments/positions" reflect the diversity of the ISD workforce.

  3. ISD is internationally recognized for innovation in technology and leadership excellence.

Key Strategies

  1. Develop and implement strategic staffing and development plan for ISD workforce.

  2. Institutionalize mechanisms that foster open communication and access to "good assignments" for all ISD employees.

  3. Build in accountability for ISD employees at all levels to support diversity goals.

  4. Institutionalize mechanisms to publicize and recognize ISD employee and Center accomplishments.

Strategic Goal 4: Establish open, flexible, collaborative relationships with customers and partners.

Key Outcomes by 2003:

  1. ISD has an expanded and more balanced customer base, with an increased focus on the scientists, STAAC, and other technology organizations

  2. ISD has an effective, trusting relationship with all key customers.

  3. ISD has stable funding sources for building "capacity" – technology, start-up, outreach, etc.

  4. ISD has effective partnerships and alliances with academia, industry, other government agencies, and other NASA centers

Key Strategies

  1. Establish effective mechanisms to work collaboratively with the scientists.

  2. Establish effective mechanisms to work with STAAC to generate more business.

  3. Establish effective partnerships and alliances with academia, industry, other government agencies, and other NASA centers.

  4. Establish mechanisms for systematically identifying funding sources and key partners.

  5. Establish ISD and ISD/customer forums for review and integration of customer support strategies.

  6. Represent an ISD "face" to customers (not a Branch-specific focus).

  7. Establish and promote ISD standards of customer service for all customers.

  8. Create customer profiles that identify customer information, past ISD support, feedback, preferences for how they prefer interaction.