The IT CTO Council Panel NASA IT Summit

The IT CTO Council Panel NASA IT Summit 2011 Ed Mc. Larney CTO for OCIO NASA Langley Research Center

Concept: Relative Innovation Velocity § “Innovation” § Deliver useful new capability to customers § (or pick any standard innovation definition) § “Velocity” § Direction – aligned by strategy & architecture § Speed – enabled by teaming and dividing the work § Simply innovating is not enough § Must be fast & agile to make a difference § “Relative” § Technical landscape is constantly changing around us § Measuring our progress in a vacuum is useless § Must be in context of the larger environment § Where do our innovations “fit? ” § Planned innovation: great! § Unplanned innovation: leverage it! &OCIO Template 6/8/2021 1

Surrounting Environment Relative Innovation Velocity Multiple innovation vectors in the world around us Velocity = speed + direction &OCIO Template 6/8/2021 2

Vision & Alignment: Relative Innovation Velocity Vision aligns our direction Assessments enable informed starting points &OCIO Template 6/8/2021 3

Strategy = Plan: Relative Innovation Velocity Vision Start lan p a s e d n i o v i o s i r v o yp t g t r e t Stra from sta t to ge nt y e b m d n e o r m i r v o n …inf nding e u surro &OCIO Template 6/8/2021 4

Misalignment: Relative Innovation Velocity Vision & egy nt t a r t S nme o r i v En Start Misaligned innovation takes us off course… … and requires more work to get back on track: (wasted $$$) &OCIO Template 6/8/2021 5

Too Slow, Too Little: Relative Innovation Velocity Vision & egy nt t a r t S nme o r i v En Start Slow or inadequate innovation fails to keep up… … customers bypass us and leverage other innovation – possibly misaligned &OCIO Template 6/8/2021 6

Building Momentum: Relative Innovation Velocity Vision Adopt, adapt & align external innovation n o i t a nov n Start te a n i rd o o C i l a n er t n i n g li a d an Multiple, aligned, rapid innovations Mass * Velocity… Momentum toward vision & beyond &OCIO Template 6/8/2021 7

Dancing Snakes Help w/ Innovation Investment Decisions Capability Diminishing Returns High cost to improve capability Buy established products or invest in challengers Early Research High cost : capability ratio Broad low cost investments Rapid Maturation Lowest cost : capability ratio Pick winners; selective heavier investment Time, Effort, or $$ &OCIO Template 6/8/2021 8

A Simplified Innovation Lifecycle e yon An Idea Go Prototype * CDR Go Pilot * Idea ORR Go Product Retire * Prototype End of Life Lessons Pilot Product End of Life What we do Requirements? Ideate, Research, Try “one” Refine requirements and product, Try several, Continue research User trial, Refine application, Try many, Initial support Operate & maintain Constant enhancement Graceful exit, Research replacement, Transfer data What we learn Show promise? Work as advert. ? Costs? Interoperable? Align w/ Architecture? Secure-able? User feedback, Scalable? Integrate-able? Long-term lessons, Refine Architecture Migration lessons Where Offline or on provider infrastructure Provider infrastructure or our sandbox Production network with limits Production Network From old production to new production Comment Involve IT security & networking early. Consider exit strategy. Selected users. Variety of users. Plan for replacement. Exit considerations should begin w/ prototype phase &OCIO Template 6/8/2021 9

Questions / Discussion Ed Mc. Larney » Langley Research Center Chief Technology Officer for the Chief Information Officer » edward. l. mclarney@nasa. gov 10 OCIO Template 6/8/2021