NASA - MS SDM Spring 2020 Studio

Designing the LEO Economy N A S A + PA R S O N S

GOOD HANDS Parsons Design Studio is comprised of design strategists, architects,

Client Representative Client Representative

Project Manager

Design Lead

Research Lead

LEE ANDERSON

K E L L I E OJ E DA

RASHINA BHULA

B A I L E Y F O OT E

LEE ANDERSON

brand managers, visual designers, and consultants who bring professional experience from various industries.

J ES S E F LO R ES J ES S E F LO R ES

MARIA KALIORA

RAED JUMEAN

K AT H E R I N E S A L A M AT

K E N N Y M O R I F I -W I N S LOW

KEVIN CHU

NARISSA DALLA

BROOKE OLEFSON

J AY H S I A O

S I N E M E R G U N AY

Meet the Team

YO U ’ R E I N

How can NASA become one of many customers?

RESEARCH

200+ SITES SCRUBBED

P R OTOT Y P E V1

20+ INTERVIEWS W/ 18 S TA K E H O L D E R S

RESEARCH

SYNTHESIZE

IDEATE

PROTOTYPE

LAUNCH

SYNTHESIZE

35+ MURAL

P R OTOT Y P E

WHITEBOARDS

V1

200+ HOURS ON ZOOM

RESEARCH

SYNTHESIZE

IDEATE

PROTOTYPE

LAUNCH

IDEATE

15+

P R OTOT Y P E

STO RY B OA R D S

V1

10,000+ SLACK MESSAGES

RESEARCH

SYNTHESIZE

IDEATE

PROTOTYPE

LAUNCH

PROTOTYPE

15+ HOURS PER WEEK CONVERGING

560+ HOURS S K E TC H I N G

RESEARCH

SYNTHESIZE

IDEATE

PROTOTYPE

LAUNCH

LAUNCH

200+ ASSETS

P R OM TA OPTPYEPDE V1

4 P I TC H RUNS OF SHOW

RESEARCH

SYNTHESIZE

IDEATE

PROTOTYPE

LAUNCH

The Insights Potential NASA partners and contractors struggle to navigate the complexity and disconnectedness of NASA's options to engage.

Businesses lack shared mechanics for collaborating within the complexities of commercial space.

Offices within NASA receive proposals that do not match their needs, and do not share them with offices that they may match with.

NASA may not be the only customer, but it is a very important one.

Many businesses use NASA's needs to determine R&D direction.

The private space industry is currently insular, preventing broad sharing of needs and subcontracting.

Regulatory constraints prevent NASA from connecting businesses to other businesses.

The private space industry has few shared standardized products and systems preventing growth.

Mid-Range (2-3 year) technology challenges inhibit complex business model development.

NASA can not facilitate private partner sponsorships due to federal regulations.

Every action in space represents a new data point, and as activity increases so does the actionable data sets.

Growing the LEO Economy requires directly servicing unique needs of private companies.

How can NASA become one of many customers?

How might we create a platform to accelerate a LEO economy involving a diverse set of participants?

“

WHAT WE NEED TO DO IS TELL STORIES THAT PROVIDE GENUINE MODELS OF SUCCESSFUL BEHAVIORS AND PROCESSES THAT ALLOW US TO ACHIEVE BIG THINGS.

”

https://youtu.be/qg7Lr51Ty5k

The Signals 2020

2045

5% of ISS available to commercial work Space Apps COVID 10 Challenge Humans living in space for the past 20 years Virgin Galactic goes public Space Angels investment group

Private astronaut missions NASA offers opportunities to stimulate demand IPOs from several pure-play space companies in the past decade Lunar Gateway ready for Artemis I Global partnership mission in advanced space transportation

Increased public interest in space R&D benefits to Earth

Multiple sample return missions sponsored by private funds

Space industry incubator & mentorship program at NY Space Alliance

Commercially operated space station

Active commercial interventions

Axiom commercial module on ISS

Supply lines to and from LEO

Space startups founded over the past decade doubles

Commercial looper flights begin Full functioning micro space communities Jobs in space diversify across sectors and pay Factories in space

3D printed orbiting communications array

The Experience Today Acquisition. gov

Acquisition forecast Technology Transfer Portal

External

Center Innovation Fund

NEXT step

STMD

Emerging Space Office

Vendor database Acquisition forecast

SAM. gov

OSBP Knowledge portal

US SBA Locator

AMES RC

SBIR

Technical procurement assistance

Grants .gov

External

Procurement Guide

NSPIRES

Ames Center Innovation Fund External

The Experience Tomorrow OSBP

AMES RC

US SBA

Acquisition. gov

NEXT step

SAM. gov

STMD

Lead in Space

External

External

External

Grants .gov

SBIR

NSPIRES

ACCESSIBLE

Lead in Space

ROBUST

RESILIENT

“

WE CAN’T CREATE A MARKE T; WHAT WE CAN DO IS SE T AN ENVIRONMENT THAT MAKES SMART PEOPLE IN INDUSTRY AND ACADEMIA COME TOGE THER AND FILL THE NICHE.

Lead in Space

”

Welcome to Lead in Space THE ENTITY

Lead in Space

THE COMPETITION

THE DIGITAL PLATFORM

Welcome to Lead in Space ESTABLISHED LEO BUSINESSES

THE ENTITY Digital Platform

Digital Platform

Proposals Solicitations Sponsorships Data

Solicitations Proposals

Forecasting

$ Service Fee

Solicitations, Concierge/

Proposals, Applications, Data

GOV’T ENTITIES

Lead in Space

Sponsorships, Applications, Data

Mentorship, Trends

Needs, Applications, Data, Proposals

$ Service Fee

$ Service Fee

Data

Digital Platform

Lead in Space

Applications

Solicitations

Proposals

Data

$ Service Fee

RESEARCH FOCUSED NGOS

Digital Platform

NEW ENTRANTS

Welcome to Lead in Space ESTABLISHED LEO BUSINESSES

THE ENTITY

Digital Platform

Proposals Solicitations Sponsorships Data Forecasting $ Service Fee

Lead in Space

Lead in Space

Solicitations Proposals

Digital Platform

Welcome to Lead in Space Digital Platform

THE ENTITY

Solicitations, Concierge/Mentorship, Trends

Lead in Space

Needs, Applications, Data, Proposals $ Service Fee

Lead in Space

Digital Platform

NEW ENTRANTS

Welcome to Lead in Space THE ENTITY

Lead in Space

Data Applications Proposals

Digital Platform

Solicitations Data

$ Service Fee

RESEARCH FOCUSED NGOS

Lead in Space

Digital Platform

Welcome to Lead in Space Digital Platform

THE ENTITY

Proposals, Applications, Data

GOV’T ENTITIES

Sponsorships, Applications, Data $ Service Fee

Lead in Space

Digital Platform

Lead in Space

Welcome to Lead in Space Team NASA’s Projected Needs

Commercial Partners’ Projected Needs

Lead in Space Team

Team

Team

Team

Team

Commercial Sponsor

Government Sponsor

Test

THE COMPETITION

Annual Competition Statement

Gov’t Mentors

Iterate

Lead in Space Facilitators

Design Mentors

Investors

Entrepreneurs

Lead in Space

Universities

Private Sector Mentors

Lead in Space Digital Platform

Additional Comms Channels

Researchers

Inventors

Prototype

Ideate

Research

Small Businesses PITCH DAY

Welcome to Lead in Space

THE DIGITAL PLATFORM

Lead in Space

Welcome to Lead in Space THE ENTITY

THE COMPETITION

THE DIGITAL PLATFORM

Lead in Space MISSION: to build an ecosystem of diverse participants in the space economy.

Multi-Phase Development PHASE III: GROWING THE ECOSYSTEM PHASE II: PHASE I:

LAUNCHING THE SYSTEM

EXTENDING THE SERVICE

PILOT:

NASA

NASA

Lead in Space

NASA

BUILDING THE PLATFORM

NASA

Lead in Space Partners

NASA as a coach Partners

Lead in Space

NASA as an advisor

Lead in Space

NASA as a partner

NASA as an customer

Multi-Phase Development PILOT:

PHASE I:

PHASE II:

PHASE III:

BUILDING THE PLATFORM

EXTENDING THE SERVICE

LAUNCHING THE SYSTEM

GROWING THE ECOSYSTEM

Complexity and disconnectedness of options to engage.

Proposals that do not match some needs, but do match others.

NASA may not be the only customer, but it is a very important one.

Many businesses use NASA's needs to determine R&D direction.

Businesses lack shared mechanics for collaborating.

Technology challenges inhibit complex business model development.

The private space industry is currently insular.

Regulatory constraints prevent NASA from connecting businesses to other businesses.

The private space industry has few shared standards.

NASA can not facilitate private partner sponsorships.

Every action in space represents a new data point.

The LEO Economy requires directly servicing needs of private companies.

Multi-Phase Development PILOT:

PHASE I:

PHASE II:

PHASE III:

BUILDING THE PLATFORM

EXTENDING THE SERVICE

LAUNCHING THE SYSTEM

GROWING THE ECOSYSTEM

Organizing, Complexity and clarifying, and disconnectedness of stewarding options to engage. interested parties.

Connecting interested parties to a variety of not Proposals that do opportunities basedbut on match some needs, their capabilities, do match others. experience, and interests.

An ecosystem that NASA may not be the treats NASA asbut a VIP only customer, it is a verycustomer. important one.

Continue to communicate the Many businesses needs in aneeds direct to use NASA's actionable wayR&D similar determine to the Centennial direction.

Challenge.

A system of tools, Businesses lack definitions, and shared mechanics attributes shared byfor all collaborating. members of the system.

A hub for The private space communicating industry is currently opportunities and insular. needs to other businesses.

Regulatory Removing NASA constraints prevent from the position of NASA from connecting key actor in facilitating businesses to other economic growth. businesses.

Aiming to develop Technology technology or challenges inhibit services that support complex business even more complex model development. business models.

A partner organization NASA can not leveraging a variety of facilitate private sponsorships alleviating partner sponsorships. the need for NASA's dollars.

Industry-wide standards The private advocated byspace a third industry few of party with has interest shared standards. the broader ecosystem at its core.

Accounting for The LEO Economy interests of requires directly businesses at a servicing needs of comparable scale to private companies. those of NASA.

Collecting data at Every the action center in of space the represents and a new data ecosystem sharing point. with appropriate entities.

Strategic Roadmap

CRITICAL ELEMENTS Mobile & Web Application

THE DIGITAL

Technological

PLATFORM

Assets Partnership Testing

PILOT:

PHASE I:

PHASE II:

PHASE III:

BUILDING THE PLATFORM

EXTENDING THE SERVICE

LAUNCHING THE SYSTEM

GROWING THE ECOSYSTEM

June 2020

Development

Web App

Dec 2020

V1 User Testing

June 2021 V1 Internal Launch

Mobile App

V1 External Launch

Dec 2021

Feedback

June 2022

Dec 2022

June 2023

Dec 2023

V2 Development

External API Integrations

Access Granted to Partners

Data Platform

User Testing

Blockchain Integration

B2B Implemented

AI-Based Matching Tools

Strategic Roadmap

CRITICAL ELEMENTS Defining the Competition

THE COMPETITION

Sponsorship

Competitors

PILOT:

PHASE I:

PHASE II:

PHASE III:

BUILDING THE PLATFORM

EXTENDING THE SERVICE

LAUNCHING THE SYSTEM

GROWING THE ECOSYSTEM

June 2020

Dec 2020

June 2021 NASA Steering Committee Makes Suggestion

Dec 2021

June 2022

Dec 2022

June 2023

Dec 2023

LIS Data & Competition Competition User Statement Announced Requests Selected

Request for Sponsors

Application Goes Live

Sponsors Paired to Prizes

Digital Marketing Campaign

Applications Participants Competition Begins Selected Close

Competition Runs

Winner Showcase

Strategic Roadmap

CRITICAL ELEMENTS Funding

THE ENTITY

PILOT:

PHASE I:

PHASE II:

PHASE III:

BUILDING THE PLATFORM

EXTENDING THE SERVICE

LAUNCHING THE SYSTEM

GROWING THE ECOSYSTEM

June 2020

Dec 2020

NASA Seed Fund

Dec 2021

Series Round A/ Grants & Big Donors

Testing w/ Commercial Partners

Partnership

Personnel

June 2021

NASA’s Pool of Resources / Outsourcing

NASA + LIS Core Team

June 2022

Dec 2022

Series B Round/ Fundraising & Grants

Establishing Client Base

June 2023

Dec 2023

Operational Business Model/ Sustainable Non-Profit Funding Model

Extending Client’s Network

LIS Core Team & NASA Partners

LIS Independent Team

What Should You Do Tomorrow Streamline existing assets across key offices

Run a feasibility study to determine which assets are capable of being streamlined and when.

Expand the modernization efforts of NWMTÂ to include streamlining feasible offices.Â

NASA WEBSITE MODERNIZATION TEAM (NWMT)

Comprehensive review of key digital assets

Recommendations for Modernization

Cost & Completion Date to Congress

“

A LOT OF WHAT DRIVES US… IS FOCUSED ON TRYING ENABLE , PROMOTE , AND FOSTER THIS ENVIRONMENT WHERE WE CAN START DRIVING BUSINESS TO BUSINESS INTERACTIONS THAT WE HOPE WILL EVOLVE INTO SELF-SUSTAINING, SELF-PRODUCING RELATIONSHIPS.

”

Thank you.

N A S A + PA R S O N S

Guiding Feedback How does this align with the vision that you had going into this partnership with Parsons Design Studio?

In order to fulfill Lead in Space’s mission — "to build an ecosystem of diverse participants in the space economy” — what are the missing components or activities?

Is it more compelling for Lead in Space to exist as an NGO or a for-profit company in the long term? Why? Is it unreasonable to believe Lead in Space could begin to step outside of NASA in one year? Why or why not?

If this partnership were continuing beyond next week, what are the first three things you would ask Parsons Design Studio to research, test, or consider?

?

Risk & Mitigation Matrix Integration

Change Management

Reducing friction for government workers is a high priority. Effective change management will be necessary to digitize the current high-touch grants and contracts process. Building a digital tracking system for documents based on QR or alphanumeric systems will facilitate the data carrying for unique users. Integrations that are not feasible should still reflect clear pathways and steps despite the lack of data transfers between users and government.Â

IMPACT

Competing Platforms

Security

Competing platforms demonstrate aggregated data systems. Pulling data from the same APIs may require some additional development work to fit within Lead in Space architecture.

The platform should include unique login credentials with two factor authentication for users. Data should only be accessible from designated access points.

PROBABILITY

Competitive Landscape GOVERNMENT

Lead in Space

LESS FEATURES

INDEPENDENT

MORE FEATURES

NASA’s Web Modernization NASA's Web Modernization

By Robert Garner, Public Affairs Specialist, Goddard Space Flight Center In May 2019, NASA Administrator Jim Bridenstine issued a memo that requires the Agency to comply with the Integrated Digital Experiences Act (21st Century IDEA), signed into law in December 2018. His memo also requested a “full modernization of NASA’s digital presence to best reflect the priorities and activities of the Agency in this new era of science, discovery and exploration.” This led to the creation of the NASA Website Modernization Team (NWMT)— tasked with reviewing the Agency’s entire web footprint and providing recommendations as well as responding to the requirements of the IDEA Act. Over the past several months, the team has taken great strides toward “cleaning up the Agency’s web presence,” said NASA Chief Scientist Jim Green, who leads the multi-Center and multidisciplinary group.

Progress So Far With goals to reduce website cyber vulnerability, decrease redundancy, and maximize effectiveness of communications efforts, the team undertook an inventory of 2,867 NASA web domains.

Upon completion of this census, Center Web Managers were notified of their Center-specific websites and asked to work with stakeholders to address the following: •

6

Redirect groups of related sites to a single website: About 20 percent of sites were found to be exact copies of other content (e.g., https://esto.gsfc.nasa.gov, https://esto.nasa.gov, https://esto.ndc. nasa.gov). Site owners will work with the respective IT managers and determine if one domain will suffice, while the rest will be redirected to the preferred address.

•

Employee-only sites: Publicly accessible sites intended only for employees will be moved inside the NASA firewall.

•

Login sites: Determine if these sites must be public. Move behind the NASA firewall if not.

www.nasa.gov

•

“Unknown” sites: Four hundred fifty-five of the sites inventoried returned “forbidden” or “server not found” errors. Web managers will begin removing these sites.

•

Vanity sites: A standalone, one-person résumé site or URL for a specific person.

Future State and Consolidation At the same time as his memo, the Administrator placed a moratorium on creating new public web domains. This moratorium remains in effect today, but a major deliverable of the team’s work so far has been the creation of a workflow governing how and by whom new domains will be approved. This workflow, which assigns authority based on the nature of the content, will be codified first as a NASA Interim Directive for one year, then as a NASA Policy Directive with any needed changes.

The modernization effort is intended to address and improve the public’s experiences interacting with NASA online. To that end, the team has partnered with Blink UX, a userexperience research and design firm that has worked with NASA in the past on optimizing web content.

Blink UX’s in-depth analysis and user-testing results, due to NASA in April 2020, will help inform the team’s recommendations to the NASA CIO on the future hosting architecture and design of Agency public websites.

The Web Modernization Team does expect to recommend site consolidations to the CIO, but specific actions will not be considered until Blink UX’s assessment is complete.

“What we’re not doing is making any changes before we have the data,” Green said.

“Gathering that data on what NASA’s web landscape looks like today will inform our recommendations and decisions

for what it looks like tomorrow.” Site owners can rest assured that the team will not “force” their content onto the existing www.nasa.gov “portal,” and web traffic will not be used as the sole metric for any action. The team will not take any steps without attempting to work with site owners.

It is important to note that sites operated by partner institutions and sites whose primary purpose is to host scientific data are not currently in scope for this effort, though it is expected the team’s work will be applicable and beneficial in these cases as well.

The Web Modernization Team is also investigating a long-term archival system (such as that used by the Library of Congress) to preserve web content and material with historical value but without the need for ongoing updates—past NASA mission websites, for example.

The future NASA web landscape will most likely encompass far fewer web domains. At a high level, it is hoped that this effort will lead to a culture shift in how new web domains are requested—the discussions of the need for a new domain must precede any independent investment of resources. This will allow stakeholders the opportunity to find the right home for content among NASA’s existing sites, better serving both the public and the NASA community.

Future State of NASA Web • • • • • •

Better, faster, and more secure web experience Improved www.nasa.gov “portal” and expanded use Increased number of websites in compliance (Section 508, etc.)

Decreased redundancy of websites and information Increased web traffic Improved ranking of NASA content in search results

This is perfect timing to recommend digital transformation for RFP data and data collection processes. As you all know, last May NASA Administrator James Bridenstine issued a request for “a full review of NASA’s Web footprint and digital presence . . . to result in an enhanced cyber-posture and an improved focus for communicating our messages.”

From this, a task force was built to give a comprehensive review of key digital assets and to submit cost and completion dates for modernization recommendations to Congress. We believe during the development of these recommendations, the Lead in Space digital platform can be introduced to inspire a segment of this modernization focused on developing an appropriate Customer Data Platform (CDP) that will organize the data needed for the LIS digital platform to function.