DLF Impact Analysis Yellow Team Ellen Ambrose Stefi Baum Marty Durkin Phil Grant Zolt Levay Melissa McGrath Sally Oey Cheryl Schmidt Daryl Swade Karen Schimpf

Positive Impact of New Organization Allows for the handling of multi-missions –NGST is clearly separate division –Accommodates new missions easily –Allows for use of existing infrastructure Increased emphasis on science (Assumes close communication between science policies and head of each mission) –Optimization of science for the missions –Common home for science staff

Positive Impact of New Organization Consolidation of “similar” areas –Consolidation of software developers (Assumes sub-cultures are encouraged to exist) Allows for sharing of ideas, software, practices Move toward a uniform interface within and between missions –Consolidation of operations and science support (Assumes more flexible structure within mission divisions) Allows for more rapid responses Allows for more flexible & science-oriented utilization of the observatories

Positive Impact of New Organization Top level management (Assumes empowerment of mission division heads) –NASA relations: clear point of contact –Allows director to look outward –Gives authority to deputy and associates –Allows deputy to focus on day to day mission operations

Negative Impact of New Organization Transition –Significant time spent planning/implementing –Management training for new structure –Morale Management issues (Assumes an internal hierarchy within divisions) –Additional layers of management 2 extra layers between missions and director Potentially impedes communication

Negative Impact of New Organization Conflicts of interest between CFO and –ADMIN –CNS Creates boundaries –Multiple institutes with changing prestige –How does ops/science support move between missions? NIT/skunk works –Not formally recognized

Issues of New Organization Matrixing –Assumptions: Common attributes/skills grouped together in homeroom Assignment from “homeroom” to projects Formal vs. informal Can be total, partial, or virtual

Issues of New Organization Matrixing –Needs to be defined (formal vs. informal) –The “same” kind of matrixing need not apply to all areas –Should not add management overhead, bureaucracy or “red tape” –Need to define mechanism for conflict resolution

Issues of New Organization Matrixing recommendations –Consider expanding matrixing to other areas Arch Spec., DAs, PCs in own home under the Associate Director for Science Staff Should operations be in own home?

Issues of New Organization Culture - paradigm shift –What culture are we striving for with the reorganization? –Physical structure does not facilitate cultural issues Examples of cultural issues –Flexibility vs. uniformity –Effective management style –Decision making process –Communication & linking mechanisms

Issues of New Organization CFO/Admin/Computing structure options –CFO, CIO, & Head of Admin report to director

Issues of New Organization CFO/Admin/Computing structure options –CFO & Head of Infrastructure report to director Head of Admin and Head of computing report to Head of Infrastructure

Issues of New Organization CFO/Admin/Computing structure options –Computing would be under Engineering & Head of Admin would be under Director

Recommendations Form focus groups to address the following: –Define matrixing –Determine desired culture –Determine decision making process –Refine organizational structure at high level –Define metrics to determine success of reorganization

Yellow Team Web Site –includes the following: Steve Beckwith’s original DLF presentation Yellow team meeting minutes Summaries of impact analysis Yellow team impact analysis presentation