The document discusses two NASA facility projects that used a renovation by replacement (RbR) approach: 1) The NASA Ames Sustainability Base project that achieved a 90% reduction in energy use and 87% reduction in water use through high-performance design. 2) The NASA Langley AOB1 project that will collocate leadership offices to improve collaboration. Critical success factors for RbR projects include assembling the right team, establishing a common vision, making timely decisions, and understanding operational processes and funding streams.

1. NASA’s Next Generation Facilities
William Tippin, DM, CMC
June A. Grant, AIA, LEED AP
Edward Weaver, AIA, LEED AP
Academy of Program / Project &
Engineering Leadership
Project Management Challenge 2010
February 2010
Used with Permission

2. Presentation Outline
• Situational analysis & problem statement
• Research model
• NASA Renovation by Replacement (RbR)
platforms
– Ames N232 Sustainability Base
– Langley New Town AOB1 facility
• Summary: RbR critical success factors
2

3. Situational Analysis: NASA’s Facility Infrastructure Assets
• Facilities critical to mission success
• Designed for 1960’s missions
• NASA Facility Condition Index (FCI)
• CoF under-funded
3

4. Situational Analysis: NASA’s Facility Infrastructure Assets
• Real Property Facility Capital Plan 2008
– Integral to program and project planning
– New real property: meet mission requirements
– Continuous evaluation of assets
– Leverage maximum potential of property
– Sustain, revitalize, modernize
• Facility Capital Plan Tactic
– Renovation by Replacement (RbR)
4

5. Problem Statement
• PM 2010 Challenge Question
– What are the infrastructure challenges?
– How are these challenges being tackled?
• Problem Statement
– How can NASA successfully design and
construct new facilities within the RbR
context?
5

6. Research Model: Platform Methodology
• Methodology for RbR analysis
Link the following:
– 5 Program Management Process Groups
as identified in the Project Management Body of
Knowledge (PMBOK) published by the Project
Management Institute (PMI)
– Critical Success Factors
6

7. Project Management Group Process
Planning
Close -
Initiation Execution
Out
Monitoring
& Final Result
Controlling
7

8. Research Model: Project Management Group Processes
Project Initiation Planning
Process Group
Close -
Initiation Execution
Out
Monitoring
& Final Result
Controlling
“… a new project obtaining authorization to start
the project. Initial scope defined and financial
resources obligated” (PMI PMBOK pg. 44).
8

9. Research Model: Project Management Group Processes
Project Planning Planning
Process Group
Close -
Initiation Execution
Out
Monitoring
& Final Result
Controlling
“…establishes total scope of effort, define and
redefine objectives & develops course of action
required to obtain those objectives”
(PMI PMBOK pg. 46).
9

10. Research Model: Project Management Group Processes
Project Execution Planning
Process Group
Close -
Initiation Execution
Out
Monitoring
& Final Result
Controlling
“…performed to complete the work defined in
the project management plan to satisfy the
project specifications” (PMI PMBOK pg. 55).
10

11. Research Model: Project Management Group Processes
Project Monitoring & Planning
Controlling Process
Group Initiation Execution
Close -
Out
Monitoring
& Final Result
Controlling
“… processes required to track, review and
regulate the progress & performance of the
project” (PMI PMBOK pg. 59).
11

12. Research Model: Project Management Group Processes
Project Close-Out Planning
Process Group
Close -
Initiation Execution
Out
Monitoring
& Final Result
Controlling
“…processes performed to finalize all
activities across the project process groups
to formally complete the project”
(PMI PMBOK pg. 64).
12

13. Technology Strategy Program Management
Implementation Model
    
What is a CSF?
“Critical success factors are events, circumstances,
conditions, or activities that require special attention
because of their significance.
“They can be internal or external and can influence
success either positively or negatively.
“Their essential character is the need for a special
awareness or early warning system to avoid
unpleasant surprises or missed opportunities”
(Dickson, Ferguson and Smith, 1984).
13

14. Platform # 1: NASA Ames Sustainability Base
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15. NASA Ames Sustainability Base
Project Context: Master Planning Process
Present – More than 50 Industry
& University Partners
Technology Campus Planning Partnership
Phase One of University Implementation
Final EIS, Record of Decision
NASA Ames Development Plan
NOI for NASA Research Park EIS
Vision of Shared Campus
15

16. NASA Ames Sustainability Base
Project Context: Renovation by Replacement
Outdated Facilities
Demolition completed after FY08
Age of Facilities for Completed Demolition Projects
(post FY08)
Building Built Age
Planned RBR 2
079 1944 65
Facility (N268)
083 1944 65
093 1946 63
113 1944 65
Facilities to be
118 1944 65 demolished
119 1944 65
346 1950 59
347 1942 67
350 1950 59
351 1950 59
367 1948 61
470 1933 76
472 1961 48 RBR 1
539 1972 37 Sustainability Base
540 1972 37 (N232)
Average Age: 59.4
The average age of facilities demolished - over
59 years.
Total Demolished Facilities - 75,815 SF
16

17. NASA Ames Sustainability Base Process Groups
Project Initiation
Project Planning
Project Execution
Project Monitoring & Controlling
Project Close-Out
17

18. NASA Ames Sustainability Base Process Group
Initiation
Four Governing Principles
– Create a Compelling Business Case
– Realize a High-Performance Building
– Incorporate NASA Technologies and
Engineering Approaches
– Meet Budget and Schedule Delivery Date:
• $26m / July 1, 2009 (9-month design schedule vs.
typical 18-months for same size and type)
18

19. NASA Ames Sustainability Base Critical Success Factors
    
Critical Success Factors: Initiation
– Widen the lens with a view to “intent” vs. “compliance”
• Re-examine the scope and read for intent. Regulations and
Executive Orders are guidelines.
• Look beyond prescriptive guidelines to arrive at the intent.
Ask what it is that matters that prompted guidelines to be
created.
When the intent is understood, then creative solutions
are possible.
19

20. NASA Ames Sustainability Base Process Group
Planning
The Eco-Framework
– Principles: unchanging
values
– Goals: achievable objectives
– Strategies: means and
methods
– Measureable Targets:
quantifiable outcomes
– Verification & Update:
metrics used to assess
effectiveness of applied
strategies
20

21. NASA Ames Sustainability Base Critical Success Factors
    
Critical Success Factors: Planning
– Time + $ = Team, tools and techniques
• The best team includes a combination of seasoned
veterans as well as new enthusiasts. Each acts as a
catalyst to the other to prove viability of opinions.
• Application of the most appropriate tools and sometimes
untried tools were required to meet project goals. BIM and
Energy Modeling.
• To achieve desired outcomes, early design phases included
application of a new integrated design process.
21

22. NASA Ames Sustainability Base Process Group
Execution
The Eco-Framework
– Goal 1 or 4: Create a highly flexible, collaborative and healthy work
environment that encourages productivity and reduced employee costs.
– Design Strategy: Optimize daylight and natural ventilation in order to
reduce mechanical and electrical costs and provide healthy air.
– Benchmarks + Metrics: Minimum LEED NC Credit 8.1 (25fc at desk
height in 75% of all regularly occupied spaces).
– Results: The building achieves reasonable natural daylight levels during
most seasons and is augmented by task lights during low light levels.
22

23. NASA Ames Sustainability Base Critical Success Factors
    
Critical Success Factors: Execution
– Executive level support in times of “Black Swan”
events
• All projects will encounter unexpected events.
• Events outside the Project Manager’s authority are “Black
Swans.” Without support at the Executive Level, “Black
Swans” can threaten the potential to achieve project goals.
23

24. NASA Ames Sustainability Base Process Group
Monitoring & Controlling
The Eco-Framework: Whole-Building
Design Instrumentation
24

25. NASA Ames Sustainability Base Critical Success Factors
    
Critical Success Factors: Monitoring &
Controlling
– Understand funding streams and facility management
processes
• Energy goals were achievable only through understanding
the campus energy acquisition processes and incentive
programs.*
• Water Goals for the building included an approach that
benefited the entire campus. This shared-campus benefit
enabled goals to be achieved through budgets external to the
project.
* e.g. California Solar Initiative for government customers; Pacific Gas & Electric Non-
Residential Retrofit Program & Self Generation Incentive Program (SGIP)
25

26. NASA Ames Sustainability Base Process Group
Close-Out
Verification
– Results: reduced operating costs
26

27. NASA Ames Sustainability Base Critical Success Factors
    
Critical Success Factors: Close-Out
– Real-time BIM model facilitates rapid response during
bid process
• The bid process is a very active period. However, with the
BIM Model, disciplines were able to clarify, update,
coordinate and re-issue complete drawings quickly.
• While not technically a success factor, an added benefit to
date of the BIM model has been the ability to go straight to
computer-aided manufacturing (CAD/CAM).
• The model being updated during construction and is
scheduled to be the ‘as-built’ 3D record for Facilities
Management use once the construction is complete.
27

28. NASA Ames Sustainability Base Critical Success Factors
    
Create a Compelling Business Case
Critical Success Factors Per Phase
– Initiation: Widen the lens with a view to “intent” vs.
“compliance”
– Planning: Team, tools and techniques
– Execution: Executive level support in times of “black
swan” events
– Monitoring & Controlling: Understanding funding
streams and facility management processes
– Close-Out: Real-time BIM model facilitates rapid
response turn-around time during bid process
28

29. Platform # 1: NASA Ames Sustainability Base
Summary: 4 Governing Principles / Results
– Create a compelling business case
• 90% reduced energy consumption
• 87% reduced water consumption
– Realize a high-performance building
• LEED Platinum Registered
– Incorporate NASA technologies and engineering
approaches
• Solar panels + DASH monitoring are original NASA research
– Meet budget and scheduled delivery date ($26m /
July 1, 2009)
• $21m: bid price; June 30, 2009: design documents delivered
29

30. Platform # 2: NASA Langley AOB1
Administration Office Building One (AOB1)
30

31. NASA Langley AOB1 Overview / Context
31

32. NASA Langley AOB1 Overview / Context
NASA Langley Research Center
32

33. NASA Langley AOB1 Overview / Context
New Town – Core Campus
33

34. NASA Langley AOB1 New Town Phasing Plan
34

35. NASA Langley AOB1 New Town Phasing Plan
Phase 1 – Administration Office Building One (AOB1)
35

36. NASA Langley AOB1 New Town Phasing Plan
Phase 2 – Integrated Engineering Services Building (IESB)
36

37. NASA Langley AOB1 New Town Phasing Plan
Phase 3A – Engineering Building One (EB1)
37

38. NASA Langley AOB1 New Town Phasing Plan
Phase 3B – Engineering Building Two (EB2)
38

39. NASA Langley AOB1 New Town Phasing Plan
Phase 4 – Engineering Building Three (EB3), B1219 Renovation
39

40. NASA Langley AOB1 New Town Phasing Plan
Phase 5 – Administration Office Building Two (AOB2), B1230 Reno.
40

41. NASA Langley AOB1 Leadership Collocation Plan
Office of the Director
Office of the Chief Counsel
Office of the Chief Financial Officer
Office of Human Capital Management
Office of Procurement
Systems Management Office
Platform for Leadership Mission at Langley Research Center
41

42. NASA Langley AOB1 Leadership Collocation Plan
1219, 1195, 1195A, 1195B, 1195C, 1152 ► ► AOB1
42

43. NASA Langley AOB1 Process Groups
Project Initiation
Project Planning
Project Execution
Project Monitoring & Controlling
Project Close-Out
43

44. NASA Langley AOB1 Critical Success Factors
    
The importance of…
– Assembling the Right Team
• The right players, with the right skills
– Putting First Things First
• Early resolution of scope and budget
– Establishing / Preserving /
Transmitting a Common Vision
• Visioning sessions, program validation
– Making Timely Decisions
• Prioritizing based on mission goals
44

45. NASA Langley AOB1 Process Group
Initiation
Selecting
partners with
the expertise
and experience
required for the
program/project
Preparing in
advance by
doing your
homework
45

46. NASA Langley AOB1 Process Group
Initiation
Context
Craft
Detail
Technology
Innovation
46

47. NASA Langley AOB1 Critical Success Factors
    
Critical Success Factors: Initiation
– Assembling the right team
– Putting first things first
47

48. NASA Langley AOB1 Process Group
Planning
Cost modeling
baseline with
understanding
of specific
project issues
Reconciliation
with proposed
program / scope
Use of options,
contingencies,
unit costs
48

49. NASA Langley AOB1 Process Group
Planning
Visioning Session
– Building Image
– Organization & Culture
– Space Solutions
– Technology / Sustainability
– Site Opportunities & Constraints
49

50. NASA Langley AOB1 Process Group
Planning
Asking
the Right
Questions
Listening
to the
Answers
50

51. NASA Langley AOB1 Process Group
Planning
Asking
the Right
Questions
Listening
to the
Answers
51

52. NASA Langley AOB1 Process Group
Planning
Asking
the Right
Questions
Listening
to the
Answers
52

53. NASA Langley AOB1 Process Group
Planning
Asking
the Right
Questions
Listening
to the
Answers
53

54. NASA Langley AOB1 Process Group
Planning
Asking
the Right
Questions
Listening
to the
Answers
54

55. NASA Langley AOB1 Process Group
Planning
Key Project Drivers
– Sustainability
• Reduced O&M costs, energy efficiency, low
environmental impact, occupant comfort, LEED
– Interior Environment
• Operational efficiency, functionality, daylighting
– Pedestrian Orientation
• Support goal of a pedestrian-focused campus core
– Presence
• Set the tone for a revitalized LaRC
55

56. NASA Langley AOB1 Process Group
Planning
Detailed user
group and
stakeholder
programming
meetings
Site planning
charrettes, GIS
coordination,
geotechnical
studies, utility
and topographic
surveys, LEED
56

57. NASA Langley AOB1 Critical Success Factors
    
Critical Success Factors: Planning
– Putting first things first
– Establishing a common vision
– Making timely decisions
57

58. NASA Langley AOB1 Process Group
Execution
Monitoring & Controlling
Collaborative
design sessions
and charrettes,
on-board review
meetings, BIM
implementation
Interior layouts,
early furniture
planning, AV, IT,
security
requirements
58

59. NASA Langley AOB1 Critical Success Factors
    
Critical Success Factors: Execution and
Monitoring & Controlling
– Putting first things first
– Preserving a common vision
– Making timely decisions
59

60. NASA Langley AOB1 Process Group
Close-Out
Bridging Doc /
BIM model
transmission to
Design-Builder
Supporting final
design and
construction
process
Not the end…
… a transition.
60

61. NASA Langley AOB1 Critical Success Factors
    
Critical Success Factors: Close-Out
– Transmitting a common vision
– Making timely decisions
61

62. Platform # 2: NASA Langley AOB1
Summary: Key Project Drivers / Results
– Sustainability
• Targeted for LEED Gold, utilizing ground source geo-exchange
system, living roof, photovoltaics, lighting system controls
– Interior Environment
• Maximized daylighting and views, simplified circulation, open
floor plan, and flexible floor, wall and furniture systems
– Pedestrian Orientation
• Prominent multidirectional pedestrian linkages, various outdoor
amenities, building located close to central core
– Presence
• Presents a bold and modern image to both incoming traffic to
LaRC and to inner campus
62

63. Project Management Group Processes
Process
Planning
Close -
Initiation Execution
Out
Monitoring
& Final Result
Controlling
63

64. Questions & Answers
? ? ? ? ?
64