NASA Tech Briefs: How does your position as Associate Deputy Administrator for Technical Programs fit into the NASA organization? Dr. Michael Greenfield: I am one of two Associate Deputy Administrators who support Deputy Administrator Frederick Gregory in overseeing NASA operations and strategic implementation. Deputy Administrator Gregory reports directly to NASA Administrator Sean O’Keefe. My responsibilities focus on costs, scheduling, and performance for all of NASA’s aeronautical and space programs, including the International Space Station (ISS) and the Space Shuttle Program. NTB: NASA is known for its extensive and diverse set of technical programs. How do you manage and measure performance for each program? Dr. Greenfield: Performance review is an on-going process that measures the status of each program against agreed-upon schedules, costs, and technical performance requirements. There are a number of activities that enable me to meet these objectives - three of the main ones are participating in the Program Management Council and the Joint Strategic Assessment Committee, and directing the re-write of the Strategic Management Handbook. The Program Management Council is the Agency’s highest-level program review board. It is composed of senior NASA personnel from each of the Enterprises and Functional Offices. Information gathered by the Council flows to Administrator O’Keefe via Deputy Administrator Gregory, who serves as chair. Members discuss problems and issues concerning each program such as major accomplishments, schedule delays, missed performance targets, and funding shortfalls. In special cases, the Council may even request that a study be undertaken in order to better understand the causes of a problem, and to ensure the proper sharing of lessons learned. It is also within the purview of this Council to recommend program termination if necessary. This Council is a critical part of the on-going review process. The Joint Strategic Assessment Committee (JSAC) is a new structure that was put into place this year. It provides a senior forum for the discussion, assessment, and recommendations for important Agency decisions. For example, the JSAC reviewed and recommended the level-one requirements for the Orbital Space Plane (OSP), which will provide crew rescue and transfer capability to the ISS. The OSP requirements will guide Boeing, Lockheed Martin, and a team of Northrop Grumman and Orbital Sciences in developing their concept of the OSP. Full-scale development is slated to start in late 2004. The Agency is working toward an initial OSP rescue operation capability for 2010, and transfer capability by 2012. I am also collaborating with the Enterprises, the chief engineer, and the comptroller to re-write the Strategic Management Handbook, what we lovingly refer to as “the Red Book.” The handbook was published in February of 2000, and this is the first time it’s being updated. It covers roles and responsibilities, program management, performance measures, and other topics that aid managers in implementing NASA’s strategic plan. A strategic plan doesn’t do you much good if you can’t implement it. Today with the One NASA approach (a philosophy of focusing on what is in the best interest of the Agency as a whole) our activity is no longer centered in one specific Enterprise; much of what we do to accomplish our themes is cross-Enterprise. Further, we no longer use the Lead Center concept (a hierarchal method for prioritizing project leadership and funding) and have in many cases moved program management back to Headquarters. All of these issues will be reflected in the re-write of the handbook, which we expect to be completed by fall of this year. NTB: You mentioned that development is underway for the Orbital Space Plane. How does the OSP fit into the Integrated Space Transportation Plan? Dr. Greenfield: The Integrated Space Transportation Plan (ISTP) includes continued operation of the Shuttle through the next decade as well as the necessary Life Extension Program, the Orbital Space Plane (OSP), and Next Generation Launch Technology (NGLT) Program. All three support NASA’s goal of ensuring access to the ISS. The ISTP faces many challenges. We have not built a human rated vehicle since the 70’s, much less human-rated an expendable launch vehicle. Further, the Russians are currently the only ones with the technology to autonomously dock with the Space Station. We need to develop these capabilities. NTB: What is the focus of the Next Generation Launch Technology Program, and how does it affect the Space Shuttle and OSP programs? Dr. Greenfield: The NGLT is a research program that funds the development of technology in propulsion, structures, and operations for next-generation Reusable Launch Vehicles. Reusable Launch Vehicles will eventually replace or complement the use of Space Shuttles. However, NGLT won’t impact the initial development of the OSP or the Shuttle Life Extension Program because its focus is a much longer timeframe. Only validated technologies will be used in the OSP’s initial design. Many technologies, such as nanosensors and advanced propulsion, won’t be available and validated until too far into the future. NTB: What role does the private sector play in the NGLT program? Dr. Greenfield: The private sector, meaning universities and industry, plays a large role in the program. In fact, most of NASA’s money (roughly 80%) is spent on contracts with organizations in the private sector. These contracts are complemented with in-house research. NTB: How has your role changed since the Space Shuttle Columbia accident? Dr. Greenfield: The Space Shuttle Columbia accident had a major impact on my day-to-day activities. I now co-chair the Return to Flight activity with Bill Readdy, NASA's Associate Administrator for the Office of Space Flight. The Space Flight Leadership Council Team has been established to oversee the Agency’s response to Admiral Gehman’s independent investigation board. Each recommendation will be reviewed, and an Agency response and implementation plan will be developed. Although the Board will not complete its final report until the August timeframe, we have received some feedback and are well on our way to make the changes necessary to begin flying again. NTB: What are some of the significant changes that will be made as a result of the investigation? Dr. Greenfield: Foam that came off of the External Tank struck the leading edge, which most likely resulted in a hole that let hot gas enter the orbiter. Certainly, fixing the foam problem on the External Tank is critical for our first flight, as is an improved understanding of the Reinforced Carbon-Carbon (RCC) leading edge material. We are currently studying why the foam comes off and will address the issue based on recommendations from Admiral Gehman’s investigation board. Among other things, we are also evaluating on-orbit inspection of the Thermal Protection System (TPS), possible repair techniques, the status of our engineering and processing waivers, and our overall safety processes. Resources:
Previous interviews: June
2003 May 2003 April
2003
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