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| NASA | Directive: | NPD 8600.D10 |
|---|---|---|
| POLICY | Effective Date: | November 30, 2018 |
| DIRECTIVE | Cancellation Date: | December 06, 2018 |
This Document is Obsolete and Is No Longer Used.
|
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Chg# |
Approver |
Date Approved |
Description/Comments |
1 |
Assistant Administrator, Office of Strategic Infrastructure |
12/6/2018 |
Administrative edits made to remove replicated language within the NPD and the soon to be approved NPR. |
a. NASA policy is to strategically and centrally manage capability portfolios1that are determined by the Mission Support Council (MSC) Chair to be of strategic importance to the Agency in accordance with related NASA Procedural Requirements (NPRs) governed by this NASA Policy Directive (NPD).
b. NASA policy is to manage these capability portfolios across Mission Directorates and Centers in an integrated manner and within budget constraints to meet current and future requirements and strategic needs, increase overall Agency efficiency and effectiveness, eliminate unneeded redundancy, and leverage external capabilities when in the best interest of the Agency.
c. NASA policy is to ensure consistency with the established and approved plans and direction of the affected capability portfolio for investments, divestments, acquisition strategies, procurements, or internal and external agreements that seek to build or develop new capabilities, improve existing capabilities, or divest of existing capabilities, whether NASA or NASA investment in a non-NASA capability. Various methodologies may be applied to adapt this policy to engagement points for Capability Portfolio Management (CPM) for ensuring consistency. These methodologies will be described in the Capability Portfolio Commitment Agreement (CPCA) and/or the Capability Portfolio Management Plan (CPMP).2
d. NASA policy is to ensure consistency with the established and approved plans and direction of the affected capability portfolio for acquisition strategies, procurements, or internal and external agreements that seek to obtain products and services from external capabilities3 or commit the use of portfolio capability components. This may be done at the individual strategy, procurement, or agreement level or at an integrated Center level on a periodic basis.
__________________
1 See https://nodis3.gsfc.nasa.gov/OSI_rep/OSI_list.cfm for the official
list of capability portfolios.
2 For example, for competed missions, a statement may be inserted into applicable Announcements of Opportunity (AOs) covering the requirements of this policy.
3 Products and services from external capabilities that are procurement line items included in a product delivery are excluded; e.g., a spacecraft build and test delivery.
e. NASA policy is to ensure consistency with the established and approved plans and direction of the affected capability portfolio for operational changes to a capability component within the capability portfolio.
f. To ensure consistency with the established and approved plans and direction of the affected capability portfolio, NASA policy is to ensure that capability portfolio leadership evaluates and makes recommendations for proposals to be provided to Agency leadership that involve changes to the capability domain.
a. This NPD is applicable to NASA Headquarters and NASA Centers including Component Facilities and Technical and Service Support Centers. This language applies to the Jet Propulsion Laboratory (JPL), which is a Federally Funded Research and Development Center (FFRDC), other contractors, recipients of grants, cooperative agreements, or other agreements only to the extent specified or referenced in the applicable contracts, grants, or agreements.4
b. This NPD is applicable to capability portfolios approved by the MSC Chair. The list of capability portfolios is maintained by the Office of Strategic Infrastructure (OSI) Assistant Administrator.
c. In this NPD, the terms "may" or "can" denote discretionary privilege or permission, "should" denotes a good practice and is recommended, but not required, "will" denotes expected outcome, and "are" or "is" denote descriptive material.
d. In this NPD, all document citations are assumed to be the latest version unless otherwise noted.
National Aeronautics and Space Act, as amended, 51 U.S.C. ยง 20113(a).
___________________
4 For NASA's only Federally Funded Research and Development Center
(FFRDC) located at the Jet Propulsion Laboratory (JPL), the NASA
Management Office (NMO) Director serves as the NASA Official-in-Charge
responsible for managing the sponsoring agreement (prime contract) with
the contractor operating the FFRDC. Day-to-day operations and certain
authorities are delegated to the FFRDC contractor via the sponsoring
agreement. The NMO Director is responsible for ensuring the FFRDC
contractor implements the delegated authorities and NASA missions in
compliance with the applicable NASA policies and directives. Refer to
NPD 1000.3E and the NASA prime contract for delineation of the NMO
Director and Laboratory Director roles.
a. NPD 1000.0, NASA Governance and Strategic Management Handbook
b. NPD 1000.3, The NASA Organization
c. NPD 1001.0, NASA Strategic Plan
d. NPD 2800.1, Managing Information Technology
e. NPD 2810.1, NASA Information Security Policy
f. NPR 8600.x, NASA Capability Portfolio Management Requirements
a. The MSC Chair, OSI Assistant Administrator, NASA Chief Engineer, Mission Directorate Associate Administrators5 (MDAAs), NASA Chief Financial Officer, NASA Chief Information Officer, Center Directors, program and project managers, and Capability Portfolio (CP) managers are responsible for promoting policies, procedural requirements, guidance, and best practices in their areas of responsibility under this NPD and in accordance with Section 1 of this NPD. They will coordinate efforts to strategically and centrally manage capability portfolios for the benefit of the Agency. The roles and responsibilities of NASA management are defined in NPD 1000.0 and further detailed in NPD 1000.3. The key roles and responsibilities within the context of this NPD are summarized below. A responsibility to obtain concurrence levied on more than one position is only discharged once at the appropriate level.
b. The MSC Chair:
(1) Oversees capability portfolios at the Agency level.
(2) Ensures that CP managers maintain an Agency perspective and objectivity in decision making.
c. The OSI Assistant Administrator:
(1) Establishes and maintains CPM policy.
(2) Ensures that Agency CPM goals, objectives, policies, procedural requirements, guidance, and best practices are established and compatible with established policy that includes NPD 1001.0, NPD 1000.3, and NPD 1000.0.
_____________________
5 Including the Mission Support Directorate Associate
Administrator.
(3) Ensures the integration of CPM requirements into NASA's business processes.
(4) Advises senior officials and the MSC on matters pertaining to CPM policy.
(5) Approves or disapproves waivers and deviations from CPM requirements in this NPD and NPR 8600.x under the OSI Assistant Administrator's authority. (For detailed information, see NPR 8600.x, Section 5.2, Tailoring Requirements.)
d. The NASA Chief Engineer, MDAAs, and other entities who have responsibility for NASA capabilities as part of Capability Leadership provide the CP manager with strategic direction regarding future needs and requirements, capability gaps, technology trends, new external sources, opportunities, threats, and changes to the internal and external environment for the technical capability.
e. The Chief Financial Officer supports Mission Directorates and CP managers in updating and validating CP funding models.
f. The NASA Chief Information Officer:
(1) Advises the MSC whether a capability portfolio or part of a capability portfolio is inherently information technology (mission, corporate, or industrial control systems).
(2) Concurs or non-concurs on waivers from CPM requirements for capability portfolios that are determined by the MSC to be inherently information technology. A written explanation for a non-concurrence should be provided.
g. Sponsoring MDAAs govern, oversee, and review the operation and sustainment of each sponsored capability portfolio.
h. Both sponsoring and participating MDAAs:
(1) Provide the MDAA's near and long-term strategic requirements associated with planned programs and projects that involve the capability domain.
(2) Obtain concurrence for investments, divestments, acquisition strategies, procurements, agreements, and changes to portfolio capability components in accordance with requirements and strategic guidance included in NPR 8600.x, and the capability portfolio's CPCA and CPMP.
(3) Obtain and document the CP manager's evaluation of and recommendations for proposals to be provided to Agency leadership that involve changes to the capability domain in accordance with requirements and strategic guidance included in NPR 8600.x, and the capability portfolio's CPCA and CPMP.
(4) Concur or non-concur on waivers from CPM requirements as described in NPR 8600.x, Section 5.2. A written explanation for a non-concurrence should be provided.
i. Center Directors:
(1) Establish, develop, and maintain the institutional capabilities (processes and procedures, workforce, facilities, and infrastructure) required for the operation and maintenance of the portfolio capability components that reside at their Center.
(2) Obtain concurrence for investments, divestments, acquisition strategies, procurements, agreements, and changes to the Center's portfolio capability components in accordance with requirements and strategic guidance included in NPR 8600.x, and the capability portfolio's CPCA and CPMP.
(3) Obtain and document the CP manager's evaluation of and recommendations for proposals to be provided to Agency leadership that involve changes to the capability domain in accordance with requirements and strategic guidance included in NPR 8600.x, and the capability portfolio's CPCA and CPMP.
(4) Concur or non-concur on waivers from CPM requirements as described in NPR 8600.x, Section 5.2. A written explanation for a non-concurrence should be provided.
j. Program and project managers:6
(1) Obtain concurrence for investments, divestments, acquisition strategies, procurements, agreements, and changes to portfolio capability components in accordance with requirements and strategic guidance included in NPR 8600.x, and the capability portfolio's CPCA and CPMP.
(2) Obtain and document the CP manager's evaluation of and recommendations for proposals to be provided to Agency leadership that involve changes to the capability domain in accordance with requirements and strategic guidance included in NPR 8600.x, and the capability portfolio's CPCA and CPMP.
__________________ k. CP managers:7
(1) Manage the capability portfolio as a strategic Agency resource.
(2) Ensure continued relevance of the capability portfolio by developing
short- and long-range plans for the capability portfolio that are
consistent with NPD 1001.0.
(3) Ensure that capability components within the portfolio either have
mission requirements or strategic stakeholder requirements or have been
identified as potentially required for future missions and are being
sustained for risk mitigation purposes pending mission requirement
maturation.
(4) Monitor and report how portfolio capability components contribute to the Agency's mission.
(5) Concur or non-concur on investments, divestments, acquisition strategies, procurements, agreements, and changes to portfolio capability components in accordance with requirements and strategic guidance included in NPR 8600.x, and the capability portfolio's CPCA and CPMP.
__________________ (6) Evaluate and make recommendations on proposals to be provided to Agency leadership that involve changes to the capability domain in accordance with requirements and strategic guidance included in NPR 8600.x, and the capability portfolio's CPCA and CPMP.
(7) Concur or non-concur on waivers from CPM requirements as described in NPR 8600.x, Section 5.2. A written explanation for a non-concurrence should be provided.
(8) Maintain cognizance and insight into external capabilities that fall
within the capability domain.
(9) Serve as the Agency's principal advocate and authority for the
capability portfolio and its components both internal to the Agency and
with external partners.
(10) Serve as an advisor to the MSC Chair and other senior officials on matters pertaining to their capability portfolio.
None.
None.
NPD 8081.1, NASA Chemical Rocket Propulsion Testing, dated February 4,
2010.
Acquisition Obtaining or advancing the development of the systems,
research, services, construction, and supplies needed to fulfill the
Agency's mission and other activities that advance the Agency's statutory
objectives. As used in this document, the term encompasses all NASA
acquisition authorities and approaches needed for that purpose.
Acquisition Strategy The plan or approach for using NASA's acquisition
authorities to achieve the mission of a program or project. It includes
the recommendations from make/buy and competed/directed analyses, proposed
partnerships and contributions, proposed infrastructure use and needs,
budget, and other applicable considerations.
Agency Program Management Council The Agency's senior decision-making
body for programmatic activities and program-related issues. The Council
baselines and assesses the performance of NASA programs and projects and
ensures implementation and compliance with program and project management
requirements. Additionally, the Council may provide strategic,
cross-cutting recommendations to the Executive Council, which is NASA's
highest decision-making body. The Agency Program Management Council is
chaired by the NASA Associate Administrator, and its members include the
Deputy Associate Administrator, Chief Engineer, Chief of Safety and
Mission Assurance, Associate Administrators of NASA's five Mission
Directorates, Center Directors, Chief Financial Officer, Chief
Information Officer, Chief Health and Medical Officer, Chief Scientist,
Chief Technologist, and General Counsel.
Agreement The statement (oral or written) of an exchange of promises.
Parties to a binding agreement can be held accountable for its proper
execution, and a change to the agreement requires a mutual modification or
amendment to the agreement or a new agreement.
Approval Authorization by a required management official to proceed
with a proposed course of action. Approvals are documented in retrievable
records.
Asset An item of economic value owned by NASA including facilities and
equipment and excluding personnel.
Capability The ability of a system comprising workforce (Full-Time
Equivalent (FTE)/Work-Year Equivalent (WYE)), competencies, assets,
equipment, processes, and technologies to provide products and services
to achieve objectives or meet requirements. See also "Technical
Capability."
Capability Component An individual capability within a capability
portfolio or the larger capability domain. It is a system comprising
people FTE/WYE, equipment,facilities, processes, resources, competencies,
and technologies that deliver products and services; for example, a wind
tunnel and the workforce that manages, operates, and maintains it or a
complex dedicated to an end-to-end process.
Capability Domain The in-house and external capabilities that
characterize the broad realm of technical activities and associated
products and services within which a capability portfolio falls. For
example, the Aerosciences Evaluation and Test Capabilities (AETC)
portfolio falls within the domain of wind tunnel and aero-propulsion
testing. The capability domain and the associated boundaries of CP manager
responsibilities are defined in the CPCA when the portfolio is
established and are maintained as configuration-managed elements within
the CPMP.
Capability Portfolio A specific collection of functionally similar
site-specific capability components and enabling infrastructure
strategically managed together to meet NASA's strategic goals and
objectives. For example, the Aerosciences Evaluation and Test
Capabilities (AETC) portfolio includes selected NASA wind tunnels and
aero-propulsion testing capability components. The capability portfolio
is defined in the CPCA when the portfolio is established and is
maintained as a configuration-managed element within the CPMP.
Capability Portfolio Commitment Agreement An agreement between the MSC
Chair and the sponsoring MDAA that is necessary for the capability
portfolio to transition from Establishment activities to Strategic
Management activities. The content of the initial CPCA reflects the
maturity of the capability portfolio at the beginning of Strategic
Management activities. Prior to approval of the CPCA, the sponsoring MDAA
coordinates with the MSC Chair, the participating MDAAs, the Chief
Information Officer (if the portfolio is inherently information
technology), and the Center Directors that have portfolio capability
components that reside at their Centers to ensure their commitment to
support the capability portfolio. See NPR 8600.x, Appendix C for detailed
information on the content of the CPCA.
Capability Portfolio Management The centralized and strategic
management of capability portfolios to achieve NASA strategic goals and
objectives.
Capability Portfolio Management Plan An agreement between the
sponsoring MDAA and the CP manager that details how the capability
portfolio will be managed and is used by the governing council to
determine if the capability portfolio is fulfilling its requirements. The
CPMP is developed and approved within the timeframe specified in the
CPCA. Prior to approval of the CPMP, the CP manager coordinates with the
sponsoring MDAA, the participating MDAAs, the Chief Information Officer
(if the portfolio is inherently information technology), and the Center
Directors that have portfolio capability components that reside at the
Centers to ensure their concurrence.
Capability Portfolio Manager A person assigned to strategically and
centrally manage a capability portfolio.
Capability Portfolio Representative The person assigned to represent a
particular organization on Agency-level boards and teams that address CPM
policies, issues, and strategies.
Capability Portfolio Scope The parameters that define the boundaries of
a capability portfolio within a capability domain. For example, the scope
of the Aerosciences Evaluation and Test Capabilities (AETC) portfolio
includes large and strategically important wind tunnels and aero-
propulsion testing capability components. The scope of a capability
portfolio and the associated boundaries of CP manager responsibilities
are defined in the CPCA when the portfolio is established and are
maintained as configuration-managed elements within the CPMP.
Capability Portfolio Strategic Development Plan - A detailed description
of the needed future state for the capability components within a
capability portfolio and the processes for delivering products and
services. The plan may be included in the CPMP or may be a separate
document. (See NPR 8600.x, Appendix D for detailed information on the
content of the CP Strategic Development Plan.) The plan:
? Defines the approach for evolving the set of portfolio capability
components to better support current and future customers and
requirements.
? Informs the development and prioritization of change to be implemented.
? Serves as a guide for assessing infrastructure improvements and
associated investments including modernization, upgrades, and new
construction.
? Addresses funding sources.
? Addresses the scope of projects that may be needed.
? Addresses strategic divestments and investments that need to be aligned
with Center Master Plans and the Agency Master Plan.
Capacity The planned availability of a capability component for
customer utilization over a period of time. For example, the capacity of
a wind tunnel is the available testing hours per year based on a provided
level of resources and associated maintenance and other scheduled
downtime.
Centralized Management A management, reporting, and communications
approach led by a central authority to ensure tactical and strategic
decisions are made at the appropriate levels and provide an integrated
Agency perspective.
Component Facilities Complexes that are geographically separated from
the NASA Center or institution to which they are assigned but are still
part of the Agency.
Concurrence A documented agreement by a management official that a
proposed course of action is acceptable.
Customer The intended user of the capability portfolio results.
Typically, a customer is a Mission Directorate, a NASA program or
project, or a Center. Customers may also be external entities.
Decision Authority The individual authorized by the Agency to make
important decisions on matters under their authority. For capability
portfolios, the MSC Chair is the Decision Authority.
D ecisional Review The event at which the MSC Chair determines the
readiness of a capability portfolio to:
? Transition from Establishment activities to Strategic Management
activities (including approval of the CPCA).
? Transition from Strategic Management activities to Termination
activities.
? Make a significant change ("significant" is defined in the CPCA and
approved by the MSC Chair) in the composition, management, or funding of
the capability portfolio.
Demand Baseline An aggregated collection of customer requirements for a
capability portfolio. The demand baseline is confirmed annually by the
customers (Mission Directorates, NASA programs and projects, Centers, and
external entities) and updated as needed by the CP manager.
Divestment The permanent removal of a capability component from the
responsibility of a Federal entity through conveyance to another entity
or destruction. Conveyance includes transfer of ownership or conversion to
personal property. Destruction includes demolition, deconstruction, and
natural or man-made events such as fire, earthquake, flood, or explosion.
Enabling Infrastructure Lesser facilities, structures, retention,
supply, distribution and control systems that are not directly part of a
capability component or component facilities but are essential for its
operations, such as gases and support fluids, propellants, high-pressure
water, steam, pumping stations, high-voltage power systems, and equipment.
Establishment The first of three sets of activities characterizing the
lifespan of a capability portfolio. When leadership determines that it
may be in NASA's best interest to strategically manage a group of
functionally similar capabilities in an integrated manner, it initiates
the Establishment of a capability portfolio of capability components.
Establishment activities include:
? Scoping and defining the portfolio.
? Designating its sponsoring Mission Directorate.
? Identifying the capability components of the portfolio.
? Developing a management strategy and approach.
? Selecting a CP manager.
? Preparing the Capability Portfolio Commitment Agreement (CPCA).
A decisional review is held at the MSC to determine whether to formally
establish a capability portfolio and transition to active strategic
management status, i.e., to transition to Strategic Management
activities.
Evaluation The continual, self- and independent (i.e., outside the
advocacy chain of the capability portfolio) assessment of the performance
of a capability portfolio and incorporation of the evaluation findings to
ensure adequacy of planning and execution according to plan.
Funding Model An approach for obtaining the needed level of funding to
operate and sustain the capability portfolio and its components. Funding
models are based on the estimated cost for the operations and sustainment
of the capability portfolio at a defined capacity. Customer charging
methodologies may or may not be included in the funding model. Funding
models are defined in the CPCA and CPMP and reflect the Agency direction
for the capability portfolio. See the CPCA and CPMP for more details.
Information Technology Council A decision-making body focused on
information resources management that advises the NASA Chief Information
Officer.
Investment A resource and financial commitment made by the Agency,
Mission Directorate, program, project, or Center.
Metric A measurement taken over a period of time that communicates
vital information about the status or performance of a system, process, or
activity.
Mission A major activity required to accomplish an Agency goal or to
effectively pursue a scientific, technological, or engineering
opportunity directly related to an Agency goal.
Mission Support Council The Agency's senior decision-making body for
the integrated Agency mission support portfolio. The council members are
advisors to the MSC Chair. The MSC assesses and determines mission
support requirements to enable the successful accomplishment of the
Agency's mission. The MSC is the governing council for capability
portfolios, initiates efforts to establish capability portfolios, and
assigns capability portfolios to sponsoring Mission Directorates. It is
the senior management group responsible for providing management
oversight of a capability portfolio, its capability components, and
related projects. The council has the responsibility of periodically
evaluating the cost, schedule, risk, and performance of capability
portfolios under its purview. The evaluation focuses on whether the
capability portfolio is meeting its commitments to the Agency and is
following appropriate management processes.
Partner An entity external to NASA with which NASA enters into an
agreement. The entity may be a domestic non-governmental entity (i.e.,
academic, non-profit, commercial); a state, local, or Federal Government
entity; or a foreign entity (i.e., foreign government, foreign academic,
or foreign commercial).
Participating Mission Directorate A Mission Directorate that has a
stakeholder interest in a capability portfolio.
Portfolio A collection of projects, programs, capability components,
sub-portfolios, and/or activities managed as a group to meet NASA's
strategic needs, goals, and objectives.
Program A strategic investment by a Mission Directorate or Mission
Support Office that has a defined architecture and/or technical approach,
requirements, funding level, and a management structure that initiates
and directs one or more projects. A program defines a strategic direction
that the Agency has identified as needed to accomplish Agency goals and
objectives.
Project A specific investment having defined requirements, a life-cycle
cost, a beginning, and an end. A project also has a management structure
and may have interfaces to other projects, agencies, capability
portfolios, and international partners. A project yields new or revised
products that directly address NASA's strategic needs.
Resource Budget, workforce, schedule, and other infrastructure elements
that support NASA assets and can be used by individuals or organizations
to facilitate effective functioning.
Risk In the context of mission execution, the potential for performance
shortfalls that may be realized in the future with respect to achieving
explicitly established and stated performance requirements. The
performance shortfalls may be related to any one or more of the following
mission execution domains: (1) safety, (2) technical, (3) cost, and (4)
schedule. (See NPR 8000.4.)
Significant Change The types of change considered "significant" for a
capability portfolio are specified through thresholds, criteria, and
constraints in the CPCA and the CPMP. These may include the following:
? Changes in the composition (i.e., the scope including the addition of
new portfolio capability components, important or major enhancements to
existing portfolio capability components, or divestment of portfolio
capability components).
? Management (strategy).
? Funding (total annual cost estimate and funding model).
? Sourcing strategy.
Sourcing Strategy A strategy for acquiring portfolio products and
services through capabilities available in-house and through other
agencies, vendors, partners, and academia. The sourcing strategy goal is
to achieve an optimized portfolio that addresses Agency goals and
objectives, supports the CP strategy, enables the CP's strategic
direction, and satisfies customer requirements.
Sponsoring Mission Directorate The Mission Directorate assigned by the
MSC to provide management and oversight of a capability portfolio.
Stakeholder An individual or organization that is materially affected
by the outcome or the deliverables of a capability portfolio but is
outside the organization doing the work or making the decision; e.g.,
customers, beneficiaries, and organizations that work on or provide
support to the capability portfolio.
Strategic Management (function) - A series of integrated efforts that
enable the Agency to establish and execute strategy, make decisions,
allocate resources, develop and implement plans, and measure performance
of the capability portfolio.
Strategic Management (set of activities) The second of three sets of
activities characterizing the lifespan of a capability portfolio. These
activities include key portfolio management processes associated with
both the strategic and centralized management aspects of CPM that repeat
as long as the portfolio is active. They include the following:
? Maintaining a strategy.
? Supporting the budget process.
? Obtaining funding.
? Designing and developing new capabilities within the portfolio.
? Evaluating component capabilities and assets for need of maintenance,
upgrade, or divestment.
? Analyzing the capability domain inside and outside of NASA.
? Understanding capability portfolio supply and demand.
? Assigning customer requirements to capability components that can
deliver products and services.
? Leading and communicating.
? Assessing the health of the capability portfolio and its component
parts.
? Identifying and implementing improvements and enhancements to the
capability portfolio to meet future needs.
System The combination of elements that function together to produce
the capability required to meet a need. The elements include all hardware,
software, equipment, facilities, personnel, processes, and procedures
needed for this purpose.
Technical Capability The equipment, facilities, infrastructure,
property, support, and workforce required to accomplish a program or
project. Technical capabilities are categorized into four types
discipline, system, research, and service.
Termination The third of three sets of activities characterizing the
lifespan of a capability portfolio. When NASA leadership determines it is
no longer in the Agency's best interest to strategically manage a
capability portfolio in an integrated manner, it initiates Termination of
the portfolio. A termination decision triggers activities including the
following:
? Developing a termination strategy and plan.
? Closing out all strategic and central management activities associated
with the capability portfolio.
Threshold - A level (magnitude or intensity) specified in the CPCA or
CPMP. Certain conditions occur with respect to a capability portfolio when
thresholds are exceeded. Thresholds are used to enable the effective
strategic management of the portfolio (CP-level) and the efficient
operation of portfolio capability components (Center-level). For example,
thresholds are established to identify:
? Significant changes that require decisional reviews.
? Assets to be included in a capability portfolio.
? Activities that require CP manager concurrence.
Total Cost of Ownership (TCO) A financial estimate intended to
establish the full (direct and indirect) costs of a portfolio capability
component. The TCO is determined through processes established by the CP
manager to support the need for differentiated understanding of costs in
support of decision making to achieve CP efficiency and alignment. The
TCO processes are documented in the CPMP.
Waiver A written authorization granting relief from a requirement that
results in more risk than is inherent in the original requirement.
Waivers grant permanent or temporary relief after the original
requirement is baselined for the specific product or process.
AO NASA Announcement of Opportunity
CLT Capability Leadership Team
CP Capability Portfolio (when used as an adjective)
CPCA Capability Portfolio Commitment Agreement
CPM Capability Portfolio Management
CPMP Capability Portfolio Management Plan
FFRDC Federally Funded Research and Development Center
JPL Jet Propulsion Laboratory
MDAA Mission Directorate Associate Administrator
MSC Mission Support Council
NASA National Aeronautics and Space Administration
NMO NASA Management Office
NODIS NASA Online Directive Information System
NPD NASA Policy Directive
NPR NASA Procedural Requirements
OCIO Office of the Chief Information Officer
OSI NASA Office of Strategic Infrastructure
POC Point of Contact
TCO Total Cost of Ownership
U.S.C. United States Code
C.1 NPD 1000.5, Policy for NASA Acquisition.
C.2 NPD 1050.1, Authority to Enter into Space Act Agreements.
None.
6 Center Directors may assume these responsibilities on behalf of
program and project managers as agreed to in the CPMP.
7 CP managers collaborate with Center Directors, MDAAs, and,
in some cases, program and project managers on responsibilities and may
delegate specific responsibilities to them.
6. DELEGATION OF AUTHORITY
7. MEASUREMENTS
8. CANCELLATION
/s/ Jim Bridenstine
Administrator ATTACHMENT A: DEFINITIONS
Note: One or more funding models may be included in a
capability portfolio; for example, different funding models for portfolio
capability components or groups of components.
Information Technology Any equipment or interconnected system or
subsystem of equipment that is used in the automatic acquisition,
storage, manipulation, management, movement, control, display, switching,
interchange, transmission, or reception of data or information by an
executive agency. It also includes computers, ancillary equipment
(including imaging peripherals, input, output, and storage devices
necessary for security and surveillance), peripheral equipment designed
to be controlled by the central processing unit of a computer, software,
firmware and similar procedures, services (including support services),
and related resources.
ATTACHMENT B: ACRONYMS
ATTACHMENT C: REFERENCES
(URL for Graphic)
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